final emadlangeni idp review...
TRANSCRIPT
FINAL EMADLANGENI IDP REVIEW 2014/2015
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KZN 253: EMADLANGENI LOCAL MUNICIPALITY
2014/2015 INTEGRATED DEVELOPMENT PLAN REVIEW
FINAL: JUNE 2014
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TABLE OF CONTENTS
SECTION A: EXECUTIVE SUMMARY ___________________________________________________ 9
1. BASIC FACTS AND FIGURES ___________________________________________________________ 9
2. DEVELOPMENT OF THE IDP REVIEW ___________________________________________________ 14
3. KEY CHALLENGES __________________________________________________________________ 14
4. OPPORTUNITIES IN THE MUNICIPALITY ________________________________________________ 16
5. LONG TERM VISION ________________________________________________________________ 16
6. IMPROVEMENT MEASURES _________________________________________________________ 17
7. THE NEXT 5 YEARS _________________________________________________________________ 18
8. MEASUREMENT OF PROGRESS _______________________________________________________ 18
SECTION B.1: PLANNING AND DEVELOPMENT PRINCIPLES _______________________________ 23
IMPLEMENTATION OF THE PLANNING AND DEVELOPMENT PRINCIPLES __________________________ 24
SECTION B.2: GOVERNMENT PRIORITIES & APPLICATION THEREOF _______________________ 25
NATIONAL AND PROVINCIAL STRATEGIES GUIDELINES ________________________________________ 25
SECTION C: SITUATIONAL ANALYSIS _________________________________________________ 36
1. SPATIAL ANALYSIS ___________________________________________________________ 36
1.1 REGIONAL CONTEXT _____________________________________________________________ 36
1.2 ADMINISTRATIVE ENTITIES ________________________________________________________ 37
1.3 NODES AND CORRIDORS __________________________________________________________ 37 1.3.1 Regional Center _______________________________________________________________________ 37 1.3.2 Primary Node _________________________________________________________________________ 38 1.3.3 Secondary Nodes ______________________________________________________________________ 38 1.3.4 Corridors _____________________________________________________________________________ 39
1.4 LAND COVER ____________________________________________________________________ 40
1.5 LAND USE ______________________________________________________________________ 40 1.5.1 Urban _______________________________________________________________________________ 40 1.5.2 Agriculture and Tourism _________________________________________________________________ 40 1.5.3 Conservation _________________________________________________________________________ 41 1.5.4 Traditional Settlements _________________________________________________________________ 42
1.6 LAND REFORM __________________________________________________________________ 42 1.6.1 Land Redistribution ____________________________________________________________________ 42 1.6.2 Labour Tenant Projects _________________________________________________________________ 43 1.6.3 Restitution Projects ____________________________________________________________________ 43
1.7 ENVIRONMENTAL ANALYSIS _______________________________________________________ 43 1.7.1 Biodiversity ___________________________________________________________________________ 43 1.7.2 Hydrology ____________________________________________________________________________ 45 1.7.3 Land Capability ________________________________________________________________________ 46
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1.8 SPATIAL SWOT ANALYSIS __________________________________________________________ 47
1.9 DISASTER MANAGEMENT _________________________________________________________ 47
2. DEMOGRAPHIC AND ECONOMIC PROFILE ________________________________________ 49
2.1 POPULATION NUMBERS __________________________________________________________ 49
2.2 POPULATION DENSITY AND DISTRIBUTION ___________________________________________ 49
2.3 GENDER PROFILES _______________________________________________________________ 51
2.4 EDUCATIONAL LEVELS ____________________________________________________________ 52
2.5 ECONOMIC PROFILE ______________________________________________________________ 53
2.6 EMPLOYMENT SECTORS __________________________________________________________ 53
2.7 INCOME _______________________________________________________________________ 55
2.8 INDIGENT POPULATION ___________________________________________________________ 56
2.9 DEMOGRAPHIC AND ECONOMIC KEY ISSUES __________________________________________ 57
3. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL ANALYSIS ______________________ 58
3.1. MUNICIPAL POWERS AND FUNCTIONS _______________________________________________ 58
3.2. ORGANISATIONAL STRUCTURE _____________________________________________________ 62
3.3. COUNCIL COMMITTEES ___________________________________________________________ 71
3.4. MUNICIPAL POLICIES AND PLANS ___________________________________________________ 72
3.5. HUMAN RESOURCE DEVELOPMENT _________________________________________________ 73 3.5.1 Employment Equity ____________________________________________________________________ 73 3.5.2 Skills Development and Human Resource Development _______________________________________ 73
3.6. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL KEY ISSUES _________________________ 74
4. SERVICE DELIVERY AND INFRASTRUCTURE ANALYSIS _______________________________ 75
4.1 WATER AND SANITATION _________________________________________________________ 75
4.2 ENERGY ________________________________________________________________________ 79
4.3 REFUSE REMOVAL _______________________________________________________________ 81
4.4 ROADS ________________________________________________________________________ 82
4.5 HOUSING ______________________________________________________________________ 83
4.6 CONSTRAINTS TO SERVICE DELIVERY ________________________________________________ 85
4.7 DEPRIVATION ___________________________________________________________________ 86
4.8 SWOT ANALYSIS _________________________________________________________________ 87
5. LOCAL ECONOMIC AND SOCIAL DEVELOPMENT ANALYSIS ___________________________ 88
5.1 LOCAL ECONOMIC DEVELOPMENT OPPORTUNITIES IN EMADLANGENI _____________________ 88
5.2 ECONOMIC DEVELOPMENT AS A PRIORITY ISSUE ______________________________________ 88
5.3 LED IMPLEMENTATION AND ACTION ________________________________________________ 89
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5.4 COMMUNITY WORK PROGRAMME _________________________________________________ 96
5.5 Local Economic Development: SWOT ANALYSIS ________________________________________ 97
5.6 SOCIAL DEVELOPMENT ANALYSIS ___________________________________________________ 98 5.6.1 Health care facilities ____________________________________________________________________ 98 5.6.2 Education Facilities _____________________________________________________________________ 98 5.6.3 Cemeteries ___________________________________________________________________________ 99 5.6.4 Sports and Recreation Facilities ___________________________________________________________ 99 5.6.5 Safety and Security _____________________________________________________________________ 99 5.6.6 Public Library ________________________________________________________________________ 100
5.7 WARD BASED NEEDS AND CHALLENGES _____________________________________________ 100
6. GOOD GOVERNANCE AND PUBLIC PARTICIPATION ANALYSIS ________________________ 103
6.1 COMMUNICATION PLAN _________________________________________________________ 103 6.1.1 Objectives of the Communication Plan ____________________________________________________ 103 6.1.2 Challenges of Communication ___________________________________________________________ 104 6.1.3 Stakeholder Engagement _______________________________________________________________ 104 6.1.4 Structures for Communication ___________________________________________________________ 105
6.2 WARD COMMITTEES ____________________________________________________________ 105
6.3 INTERGOVERNMENTAL RELATIONS ________________________________________________ 105
6.4 RISK MANAGEMENT ____________________________________________________________ 105
6.5 ANTI FRAUD AND CORRUPTION STRATEGY __________________________________________ 106
6.6 Supply Chain Management _______________________________________________________ 107
6.7 Public Satisfaction with Municipal Services ___________________________________________ 107
6.8 Municipal Oversight Committees __________________________________________________ 107 6.8.1 The Audit Committee __________________________________________________________________ 107 6.8.2 Municipal Public Accounts Committee (MPAC) _____________________________________________ 108
7. COMBINED SWOT ANALYSIS __________________________________________________ 108
8. KEY CHALLENGES ___________________________________________________________ 109
SECTION D: VISION, MISSION, GOALS, OBJECTIVES AND STRATEGIES _____________________ 111
1. VISION AND MISSION ________________________________________________________ 111
2. KEY PERFORMANCE AREAS, STRATEGIC GOALS, OBJECTIVES AND STRATEGIES __________ 111
SECTION E: STRATEGIC MAPPING AND IMPLEMENTATION PLAN ________________________ 116
1. SPATIAL ALIGNMENT WITH NEIGHBOURING MUNICIPALITIES _______________________ 117
1.1 ABAQULUSI MUNICIPALITY _______________________________________________________ 117
1.2 NEWCASTLE MUNICIPALITY _______________________________________________________ 118
1.3 PIXLEY KA SAME MUNICIPALITY ___________________________________________________ 118
1.4 AREAS OF PRIORITY SPENDING ____________________________________________________ 119
1.5 IMPLEMENTATION PLAN _________________________________________________________ 120
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SECTION F: FINANCIAL PLAN ______________________________________________________ 130
1. LEGISLATIVE FRAMEWORK ___________________________________________________ 130
1.1 RISKS AND CHALLENGES IN FINANCIAL MANAGEMENT _________________________________ 130
2. FINANCIAL FRAMEWORK _____________________________________________________ 131
2.1 REVENUE GENERATION __________________________________________________________ 131
2.2 SUSTAINABILITY ________________________________________________________________ 131
2.3 EFFECTIVE AND EFFICIENT USE OF RESOURCES________________________________________ 131
2.4 ACCOUNTABILITY, TRANSPARENCY AND GOOD GOVERNANCE __________________________ 131
2.5 EQUITY AND INVESTMENT________________________________________________________ 132
2.6 FINANCIAL STRATEGIES __________________________________________________________ 132
2.7 ASSET MANAGEMENT STRATEGIES _________________________________________________ 132
2.8 POTENTIAL SOURCES OF INCOME AND REVENUE RAISING STRATEGIES ____________________ 133
2.9 DEBT CONTROL MEASURES _______________________________________________________ 133
2.10 FREE BASIC SERVICES ____________________________________________________________ 133
2.11 BUDGET SUMMARY _____________________________________________________________ 134
2.12 MULTI-YEAR BUDGETS ___________________________________________________________ 135
2.13 OPERATING REVENUE ___________________________________________________________ 135
2.14 OPERATING EXPENDITURE _______________________________________________________ 136
2.15 GRANTS AND TRANSFERS ________________________________________________________ 136
2.16 REPAIRS AND MAINTENANCE _____________________________________________________ 137
2.17 CAPITAL EXPENDITURE __________________________________________________________ 138
3. SECTOR INVOLVEMENT ______________________________________________________ 139
3.1 DEPARTMENT OF TRANSPORT ____________________________________________________ 139
3.2 AMAJUBA DISTRICT MUNICIPALITY ________________________________________________ 141
3.3 DEPARTMENT OF HUMAN SETTLEMENTS ____________________________________________ 142
3.4 DEPARTMENT OF AGRICULTURE ___________________________________________________ 143
3.5 DEPARTMENT OF SOCIAL DEVELOPMENT ___________________________________________ 144
3.6 ESKOM _______________________________________________________________________ 145
3.7 DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM ___________________________ 145
SECTION G: SERVICE DELIVERY BUDGET IMPLEMENTATION PLAN - SDBIP _________________ 146
SECTION H: ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM __________________ 146
1. PERFORMANCE MANAGEMENT POLICY STATEMENT ________________________________ 148
2. ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM __________________________ 150
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2.1 EMPLOYEE PERFORMANCE APPRAISAL SYSTEMS (EPAS) ________________________________ 151
2.2 Performance and Financial Audit Committee _________________________________________ 151
2.3 Annual Performance Report ______________________________________________________ 151
2.4 Auditor General Queries _________________________________________________________ 152
STATUS OF SECTOR PLANS _______________________________________________________ 160
ANNEXURE A: SPATIAL DEVELOPMENT FRAMEWORK _________________________________ 161
ANNEXURE B: DISASTER MANAGEMENT FRAMEWORK ________________________________ 162
ANNEXURE C: ORGANISATIONAL SCORECARD ________________________________________ 163
ANNEXURE D: AUDITOR GENERAL’S REPORT _________________________________________ 164
ANNEXURE E: 2012/2013 ANNUAL PERFORMANCE REPORT ____________________________ 165
ANNEXURE F: HOUSING PLAN ____________________________________________________ 166
ANNEXURE G: DRAFT SDBIP ______________________________________________________ 167
LIST OF MAPS
Map 1: Emadlangeni Regional Context ___________________________________________________________________ 9 Map 2: Regional Context _____________________________________________________________________________ 36 Map 3: Broad Land Use Classification ___________________________________________________________________ 41 Map 4: Land Claims _________________________________________________________________________________ 42 Map 5: Population Distribution ________________________________________________________________________ 50 Map 6: Household Distribution ________________________________________________________________________ 50 Map 7: Emadlangeni Population Density ________________________________________________________________ 51 Map 8: Distribution of Low Income Households ___________________________________________________________ 56 Map 9: Access to Piped Water _________________________________________________________________________ 77 Map 10: Access to Toilet Facilities ______________________________________________________________________ 79 Map 11: Deprivation Map ____________________________________________________________________________ 86 Map 12: Environmentally Sensitive Areas _______________________________________________________________ 116 Map 13: Desired Spatial Outcomes and Land Use ________________________________________________________ 116 Map 14: Areas of Priority Spending ____________________________________________________________________ 119 Map 15: Capital Investment Framework ________________________________________________________________ 119
LIST OF TABLES
Table 1: Population Age Breakdown ____________________________________________________________________ 10 Table 2: Summary Facts ______________________________________________________________________________ 11 Table 3: Population by Gender _________________________________________________________________________ 11 Table 4: Population by Race Group _____________________________________________________________________ 12 Table 5: Traditional Authorities ________________________________________________________________________ 13 Table 6: Income ____________________________________________________________________________________ 14 Table 7: Summary of Key Challenges ____________________________________________________________________ 14 Table 8: Key Performance Areas, Strategic Goals, Objectives and Strategies _____________________________________ 19
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Table 9: Planning Principles ___________________________________________________________________________ 23 Table 10: Implementation of planning and development principles ____________________________________________ 24 Table 11: Alignment with PGDS ________________________________________________________________________ 27 Table 12: Emadlangeni MTAS Priorities __________________________________________________________________ 29 Table 13: Alignment with Outcome 9 ___________________________________________________________________ 30 Table 14: Alignment with COP 17 ______________________________________________________________________ 33 Table 15: Alignment with Cabinet Lekgotla priorities _______________________________________________________ 34 Table 16: Alignment with the State of the Province Address _________________________________________________ 35 Table 17: Secondary Nodes ___________________________________________________________________________ 38 Table 18: Tertiary Nodes _____________________________________________________________________________ 38 Table 19: Services at Nodes ___________________________________________________________________________ 39 Table 20: Spatial SWOT Analysis _______________________________________________________________________ 47 Table 21: Total Population ____________________________________________________________________________ 49 Table 22: Educational Levels __________________________________________________________________________ 52 Table 23: Current attendance at educational institutions ____________________________________________________ 52 Table 24: Occupation ________________________________________________________________________________ 54 Table 25: Industry ___________________________________________________________________________________ 54 Table 26: Individual monthly income ____________________________________________________________________ 55 Table 27: Individual monthly income including government grants ____________________________________________ 55 Table 28: Municipal Powers and Functions _______________________________________________________________ 58 Table 29: Departmental Functions______________________________________________________________________ 70 Table 30: Summary of municipal policies being implemented ________________________________________________ 72 Table 31: Summary of training and skills development______________________________________________________ 73 Table 32: Level of Water Services ______________________________________________________________________ 75 Table 33: Summary of Water Services ___________________________________________________________________ 75 Table 34: Access to water by type ______________________________________________________________________ 76 Table 35: Total water Investment Needs _________________________________________________________________ 76 Table 36: Access to Toilet Facilities _____________________________________________________________________ 77 Table 37: Access to Sanitation Facilities per Ward _________________________________________________________ 78 Table 38: Access to sanitation per type __________________________________________________________________ 78 Table 39: Access to Energy for Lighting per Ward __________________________________________________________ 79 Table 40: Percentage (%) Access to Electricity for Lighting per Ward ___________________________________________ 80 Table 41: Electricity for Heating per Ward ________________________________________________________________ 80 Table 42: Percentage (%) Electricity for Heating ___________________________________________________________ 80 Table 43: Access to Energy for Cooking per Ward __________________________________________________________ 80 Table 44: Percentage (%) Access to Energy for Cooking _____________________________________________________ 81 Table 45: Refuse Disposal per Ward (%) _________________________________________________________________ 81 Table 46: Refuse Disposal Comparisons _________________________________________________________________ 81 Table 47: Accessibility to Roads per Household ____________________________________________________________ 83 Table 48: Household Types per Ward ___________________________________________________________________ 83 Table 49: Percentage (%) Household Types _______________________________________________________________ 84 Table 50: Housing Backlog ____________________________________________________________________________ 84 Table 51: Constraints to Service Delivery _________________________________________________________________ 85 Table 52: SWOT Analysis for Service Delivery and Infrastructure ______________________________________________ 87 Table 53: LED Action Plan ____________________________________________________________________________ 89 Table 54: SWOT Analysis _____________________________________________________________________________ 97 Table 55: Strategy to Ensure Stakeholder Input __________________________________________________________ 104 Table 56: Summary of Key Challenges __________________________________________________________________ 109 Table 57: Key Performance Areas, Strategic Goals, Strategic Objectives and Strategies (2014/2015) ________________ 112 Table 58: 2014/2015 Implementation Plan ______________________________________________________________ 121 Table 59: MTREF Budget Summary ____________________________________________________________________ 134 Table 60: 2014/2015 Operating Revenue _______________________________________________________________ 135 Table 61: 2014/2015 Operating Expenditure ____________________________________________________________ 136
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Table 62: 2014/2015 Grants and Transfers ______________________________________________________________ 136 Table 63: 2014/2015 Repairs and Maintenance __________________________________________________________ 137 Table 64: 2014/2015 Capital Expenditure _______________________________________________________________ 138 Table 65: List of projects for by Department of Transport for 2013/14 financial year _____________________________ 140 Table 66: List of projects for by Amajuba for the 2013/14 financial year _______________________________________ 141 Table 67: List of projects for Department of Human Settlements for the 2013/14 financial year ____________________ 143 Table 68: List of projects by Department of Agriculture for the 2013/14 financial year ___________________________ 143 Table 69: List of projects by the by the Department of Social Development for the 2013/14 financial year ____________ 144 Table 70: List of Electrification Projects _________________________________________________________________ 145 Table 71: List of 2013/14 Projects _____________________________________________________________________ 145
LIST OF FIGURES
Figure 1: Gender Distribution __________________________________________________________________________ 10 Figure 2: Comparative Size of Wards ____________________________________________________________________ 12 Figure 3: Population Distribution by Ward _______________________________________________________________ 12 Figure 4: Unemployment _____________________________________________________________________________ 13 Figure 5: Opportunities within Emadlangeni ______________________________________________________________ 16 Figure 6: View of Utrecht with Balele Mountains in the background ___________________________________________ 45 Figure 7: Gender distribution per Age Group ______________________________________________________________ 51 Figure 8: Employment Status __________________________________________________________________________ 53 Figure 9: Type of Refuse Disposal per Household __________________________________________________________ 82 Figure 10: Summary of Ward 1 Community Needs and Challenges ___________________________________________ 100 Figure 11: Summary of Ward 2 Community Needs and Challenges ___________________________________________ 101 Figure 12: Summary of Ward 3 Community Needs and Challenges ___________________________________________ 101 Figure 13: Summary of Ward 4 Community Challenges and Needs ___________________________________________ 102
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SECTION A: EXECUTIVE SUMMARY
1. BASIC FACTS AND FIGURES
Emadlangeni Municipality (KZ253) is located in the Amajuba District Municipality in the North-western
corner of KwaZulu-Natal. Its area in kilometer squared is the largest in the district and comprises
3539km². Newcastle (KZ252) and Dannhauser (KZ254) are respectively 1855km² and 1516km² in
extent.
The Municipality (KZ 253) is surrounded by Newcastle East (52km), 68km west of Vryheid, South
West from Dundee and North East from Volksrust/Wakkerstroom. It consists of a vast rural area
when compared to other Municipalities in the District but has a low percentage of Economic Activity in
the area.
Map 1: Emadlangeni Regional Context
There was a slight increase in the population between 2001 and 2011. The population increased by about 2300 persons from 32 377 to 34 442 and the number of households from 6 189 in 2001 to 6 252 in 2011.
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The following table provides a summary of the population age breakdown in the Emadlangeni Municipality.
Table 1: Population Age Breakdown
0 - 4 5 - 9 10 - 14 15 - 19 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 65 - 69 70 - 74 75 - 79 80 - 84 85+
KZN253:
Emadlangeni
4 148 4 173 4 027 3 717 3 197 2 843 2 317 2 034 1 551 1 398 1 260 1 194 835 608 482 266 228 163
Ward 1 1 560 1 449 1 391 1 088 999 865 652 601 420 361 384 361 260 162 145 83 78 51
Ward 2 470 474 547 521 506 440 382 355 289 257 271 234 159 163 110 50 38 23
Ward 3 1 030 1 076 1 039 1 060 905 853 735 624 498 415 326 314 185 135 83 80 53 31
Ward 4 1 089 1 174 1 051 1 049 787 685 547 455 343 365 279 286 231 147 144 53 59 58
Source: Census 2011
The following figure provides a summary of the gender breakdown:
Figure 1: Gender Distribution
Source: Census 2011
The table herewith briefly summarizes the demographic profile for the Municipality as per the
Statistics South Africa (Stats SA) 2011 census. Additional information in this regard will be highlighted
under the Analysis Phase of the document.
Male51%
Female49%
Distribution
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Table 2: Summary Facts
Basic facts Figures
2001 2011
Total Number of Population 32 277 34 442
Total Number of Households 6189 6252
Age Profile
0 - 9
10 - 19
20 - 29
30 - 39
40 - 49
50+
23%
22%
19%
12%
10%
14%
24%
22%
17%
12%
8%
14%
Source: Stats SA 2011 Census
The following table provides details in respect of population and gender breakdown.
Table 3: Population by Gender
Age Group Male Female Grand Total
0 - 9 4262 4059 8321
10 - 19 4062 3682 7744
20 - 29 3160 2880 6040
30 - 39 2274 2077 4351
40 - 49 1375 1574 2949
50+ 2354 2682 5036
Grand Total
17486 16956 34442
Source: Stats SA 2011 Census
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Table 4: Population by Race Group
Racial Group Male Female Total
Black African 16240 15680 31920
Coloured 194 237 431
Indian or Asian 28 14 42
White 973 995 1968
Grand Total 17434 16925 34360
Source: Stats SA 2011 Census
Figure 2: Comparative Size of Wards
Ward 1 is the biggest and the most deprived ward in the municipality. Access to basic services is very
limited. Ward 2 is smallest yet the economic hub of the municipality. Economic activities also need to
be channeled towards the other three wards in order to expedite economic growth, SMME
development and job creation.
Figure 3: Population Distribution by Ward
1476
71
848
1145
1 2 3 4
Size of Wards
Ward number Square kilometers
Ward 132%
Ward 215%
Ward 327%
Ward 426%
Population by Ward
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Ward 2 is the main rates base of the municipality. Farm owners also pay rates but rates are not
collected in Tribal Authorities. The majority of the population in ward 2 is unemployed or earning very
little, this means that the municipality can collect very limited revenue and therefore relies on grants to
deliver services. There are plans on the pipeline to bring about new revenue streams.
The municipality has five traditional authorities, namely:
Table 5: Traditional Authorities
Traditional Authority Inkosi Wards
Ndlamlenze TC Nkosi Nzima 1
Amantungwa TC Nkosi Khumalo 3 and 4
Thekwane TC Nkosi Shabalala 4
Mgundeni TC Nkosi Mabaso 1
Mbatha TC Nkosi Mbatha 1 and 3
There is a fairly good working relationship between the municipality and Amakhosi.
Amakhosi are involved in the development of their areas of jurisdiction. Going forward, the
participation of Amakhosi in Council affairs has to be formalized. Section 81 of the Local
Government: Municipal Structures Act will be used as a guide in formalizing the process.
Figure 4: Unemployment
Source: Stats SA 2011 Census
Employed29%
Unemployed17%
Discouraged work-seeker
11%
Not economically
active43%
Employment status
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Employment has grown by 1.9% from 2001 to 2011. The growth is not significant enough to put a
dent in the high rate of poverty experienced by the community. The municipality has embarked on
the Community Work Programme and the Extended Public Works Programme to try and offset the
high levels of unemployment and poverty. To date 650 of jobs have created using the two
programmes.
Table 6: Income
Income Classifications Percentage
No income 31.9
R1 - R400 61.8
R401 - R800 5.1
R801 - R1600 1.1
R1601 R3200 0
R3201 - R6400 0
R6401 - R12800 0
R12801 - R25600 0.1
R25601 or more 0
According to the Stats SA census, over 99% of the population earns less than R1600. This puts a
strain on the municipal resources because almost the entire population falls within the indigent
bracket. Although people have jobs, the lack skills prevent them from getting decent wages or
salaries.
2. DEVELOPMENT OF THE IDP REVIEW
In order to ensure certain minimum quality standards of the IDP process, and a proper coordination
between and within spheres of government, the preparation of the Process Plan has been regulated
in the MSA. The preparation of a Process Plan, which is in essence the IDP Process set in writing,
requires adoption by Council.
3. KEY CHALLENGES
Table 7: Summary of Key Challenges
KEY PERFORMANCE AREA CHALLENGES
Institutional Transformation Failure to attract suitable skills
By-laws not reviewed
Failure to implement the WSP
Outdated IT
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Loss of skilled employees (institutional
memory)
Infrastructure and Services Aged infrastructure
Poor infrastructure maintenance
Poor access to infrastructure and
services
Social and Economic Development High levels of unemployment
High levels of poverty
Lack of SMME support
Lack of skills
Good Governance and Democracy Lack of a Community Participation
Strategy
Lack of dedicated personnel to deal with
community participation
Vastness of most wards prevents
Councilors from reaching all their
constituency
Financial Viability Lack of revenue
Non-payment for services
Reliance on grants
Spatial and Environmental Management Lack of a Land Use System
Lack of a registered land-fill site
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4. OPPORTUNITIES IN THE MUNICIPALITY
Figure 5: Opportunities within Emadlangeni
5. LONG TERM VISION
By 2030 Emadlangeni will be an attractive and exciting place to live.
By 2030 Emadlangeni shall have an equally distributed, well planned and highly developed basic infrastructure and service within a sustainable environment. Human development and job opportunities shall be accessible to all and our people shall be
safe, healthy and enjoying welfare.
OPPORTUNITIES
Further development
of Balele Nature Reserve
Avi-Tourism
Emadlangeni Fly-fishing Meander
Increased rates base
through new housing projects
Soya production and Dairy industry
Reviving of minning activities
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6. IMPROVEMENT MEASURES
Institutional Transformation/Infrastructure and Services:
Most the challenges the municipality is facing are as a result of not being able to fill the essential
vacant positions. It must also be noted that our geographical location prevents the municipality from
having the best possible candidates. Evidence of this was seen with the position of Director:
Technical Services.
The position has been advertised twice but no suitable candidate has been obtained. The position
has been re-advertised for the third time. Council approved two technician positions. The two
technicians will assist the director in terms of maintain existing infrastructure and developing new
infrastructure.
The position of Municipal Manager has also been advertised. The appointment of incumbents in
these key positions will no doubt turn our fortunes around.
Social and Economic Development/Financial Viability:
The Community Work Programme and the Extended Public Works Programme have been the two
employment and poverty alleviation programmes implemented by the municipality. To date 650 of
jobs have been created through these programmes.
Amajuba FET College has opened a satellite branch in Utrecht to ensure that the much needed skills
are imparted onto our youth.
The cooperatives and SMME’s have undergone training and are in the process of registering. This
will enable them to access funding and technical support from government and the private sector.
Council commissioned a study to determine the viability of establishing a shopping center in Utrecht.
The proposed shopping center will serve as a source of revenue for the municipality and job creation
for the community.
Spatial and Environmental Management:
The Amajuba District Municipality, CoGTA and the Department of Agriculture and Environmental
Affairs have been engaged in terms of assisting the municipality meet all the requirements of having
a legal and registered land-fill site. A quotation was done in 2011 and the process was going to cost
R6 000 000. The municipality cannot afford to undertake the process because of the budget
limitations. Engagements are still in progress and we are optimistic that funding will be sourced and
the project implemented.
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7. THE NEXT 5 YEARS
The approach that needs to be followed is that Emadlangeni Municipality together with Amajuba District Municipality and other service providers is to balance the provision of basic services, with the need to develop skills and create economic opportunities for Local Economic Development. With greater potential incomes and levels of employment, community members are better able to pay for services and this making the roll-out of services quicker and more effective.
8. MEASUREMENT OF PROGRESS
Emadlangeni Municipality has developed a Performance Management System in line with section 41 of the Local Government: Municipal Systems Act and section 9 of the Municipal Planning and Performance Regulations of 2001. Objectives and indicators have been developed to ensure that we are able track progress and report to Council quarterly. The SMART concept was used in the development of objectives and indicators. The targets set are in line with our resources and therefore are realistic and practical. The Municipal Manager’s office will coordinate and ensure good quality reporting and reviews and will also ensure conformity to reporting formats and timelines. The following table outlines the key performance areas, strategic goals, objectives and strategies for the Emadlangeni Municipality for 2014/2015:
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Table 8: Key Performance Areas, Strategic Goals, Objectives and Strategies
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SECTION B.1: PLANNING AND DEVELOPMENT
PRINCIPLES
There are various legislative prescripts that should be considered when developing the integrated development plan. The summary of those prescripts is set out hereunder:
Table 9: Planning Principles
LEGISLATION/POLICY PRINCIPLES
The Constitution of the Republic of South Africa, Act 108 of 1996
Supreme law of the country defines how government should function. Chapter 7 sets out how local government should function (includes objectives of LG, powers & functions, co-operative governance).
The Local Government White Paper of 1998 The first national policy framework on local government in the post-apartheid era. The vision & policies of how local government should work are set out in the WPLG. All laws & procedures are written in terms of this policy.
The Local Government: Municipal Structures Act 117 of 1998
Brings into effect structures to ensure local government that is citizen friendly, accountable, & financially sustainable (includes types & categories of municipalities, municipal councils, powers & functions of municipalities).
The Local Government: Municipal Systems Act 98 of 2000
Sets out the principles, mechanisms and processes required for municipalities to shift into a role within the landscape of development. Included in these mechanisms is the IDP process and PMS.
The Municipal Finance Management Act 56 of 2003
Provides a foundation for sound financial management practices in local government. Defines responsibilities in terms of municipal finance management (includes municipal budgets, intergovernmental fiscal relations, financial accountability)
KwaZulu-Natal Planning and Development Act 6 of 2008
Provides for: a) a uniform planning and development
system that treats all citizens of the Province equitably;
b) a fair and equitable standard of planning and development to everyone in the Province, while accommodating diversity such as urban and rural needs;
c) the incorporation and building of good
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practices and approaches to planning and development which have evolved outside of the formal planning and development system;
d) a planning and development system that redresses the historic injustices perpetuated by a fragmented planning and development system;
e) lawful development; f) clear, practical and certain legislation; g) timeous action by decision makers; h) guidance for decision makers; i) (j) enforcement.
The National Environmental Management Act 107 of 1998
Implementation of sustainability principles in development. Environmental Impact Assessment (relevant to project planning and implementation).
IMPLEMENTATION OF THE PLANNING AND DEVELOPMENT PRINCIPLES
Table 10: Implementation of planning and development principles
PRINCIPLE SOURCE DOCUMENT IMPLEMENTATION
Balance between urban and rural land development in support of each other
DFA Principles In localities with low demonstrated economic potential, investment must concentrate on human capital.
The direction of new development towards logical infill area
DFA Principles Prime agricultural land, the environment and other protected lands must be protected and land must be safely utilized.
The principle of self-sufficiency must be promoted
KZN PGDS Implementation of Community Based Planning.
Development or investment must happen in locations that are sustainable
NSDP Development and adoption of an SDF.
Compact urban form is desirable DFA Principles Land identified for low-cost housing is in close proximity with areas of economic opportunity.
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SECTION B.2: GOVERNMENT PRIORITIES &
APPLICATION THEREOF
The strategic framework will address the objectives and strategies of the municipality that it needs to achieve in a specific time frame to address key issues identified. The objectives and strategies of the municipality must be in line with the national and provincial guidelines as well as aligned to the Amajuba District Municipality’s strategy.
NATIONAL AND PROVINCIAL STRATEGIES GUIDELINES
National Spatial Development Perspective In endeavoring to achieve the national development vision of a truly united, non-racial, non-sexist and democratic society and in giving effect to the national growth and development objectives, it is inevitable that, due to resource constraints, government will have to make hard choices regarding the allocation of resources between different localities, programmes, spheres and sectors. Policies and principles are some of the tools available to government to provide guidance and direction to those having to make these kinds of difficult decisions in such a way that they do not contradict each other. The National Spatial Development Perspective (NSDP) describes the national spatial development vision of government and the normative principles that underpin this vision. The vision and principles serve as a guide for meeting government’s objectives of economic growth, employment creation, sustainable service delivery, poverty alleviation and the eradication of historic inequities including spatial distortions. Government’s national spatial development vision is: South Africa will become a nation in which investment in infrastructure and development programmes support government’s growth and development objectives:
By focusing economic growth and employment creation in areas where this is most effective and sustainable;
Supporting restructuring where feasible to ensure greater competitiveness;
Fostering development on the basis of local potential; and
Ensuring that development institutions are able to provide basic needs throughout the country.
The basic principles of the NSDP underpinning this vision are:
Economic growth is a prerequisite for the achievement of other policy objectives, key among which would be poverty alleviation.
Government spending on fixed investment, beyond the constitutional obligation to provide basic services to all citizens (such as water, electricity as well as health and educational facilities), should therefore be focused on localities of economic growth and/or economic potential in order to attract Private-sector investment, stimulate sustainable economic activities and/or create long-term employment opportunities.
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Efforts to address past and current social inequalities should focus on people not places. In localities where there are both high levels of poverty and development potential, this could include fixed capital investment beyond basic services to exploit the potential of those localities. In localities with low development potential, government spending, beyond basic services, should focus on providing social transfers, human resource development and labour market intelligence. This will enable people to become more mobile and migrate, if they choose to, to localities that are more likely to provide sustainable employment or other economic opportunities.
In order to overcome the spatial distortions of apartheid, future settlement and economic development opportunities should be channeled into activity corridors and nodes that are adjacent to or link the main growth centers.
The NSDP principles should play an important role in the respective development plans of local and provincial government, namely; Integrated Development Plans (IDP) and Provincial Growth and Development Strategies (PGDS) and are intended to improve the functioning of the state principally to assist government in dealing with the challenges arising from the need to grow the economy and halving unemployment and the social transition.
Provincial Growth and Development Strategy The PGDS has been developed to enhance service delivery. The PGDS was reviewed in 2011 and is being coordinated through the KZN office of the Premier. The PGDS offers a tool through which national government can direct and articulate its strategy and similarly, for local government to reflect the necessary human, financial and fiscal support it needs to achieve these outcomes. It also facilitates proper coordination between different spheres of government and aims to prevent provincial departments from acting without the inputs from local government. It enables intergovernmental alignment and guides activities of various role players and agencies (i.e. Provincial Sector Departments; Parastatals; District and Local Municipalities). Like the IDP process, the PGDS develops a Vision, Mission and strategies. Of key important to the Municipal IDP’s, however, are Provincial Priorities. The Provincial Priorities drive the PGDS programmes, and are derived from the key developmental challenges related to economic and social needs of the province. The PGDS goals are as follows:
Job creation;
Human Resources Development;
Human and Community Development;
Strategic Infrastructure;
Response to climate change;
Governance and Policy; and
Spatial Equity
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In an effort to align with the PGDS goals, the municipality seeks to undertake the following activities:
Table 11: Alignment with PGDS
PDGS GOAL MUNICIPAL RESPONSES
Job creation Implementation of the Extended Public Works Programme
Implementation of the Community Work Programme
Promotion of SMME’s and Cooperatives
Infrastructure investment and development
Promotion of mining activities
Human Resources Development Facilitating the establishment of Amajuba FET College satellite branch
Promotion of early child development through the establishment of crèches
Human and Community Development
Constructing and maintaining access roads
Participating in Operation Sukuma Sakhe
Implementation of EPWP and CWP
Response to climate change Promoting solar powered energy
Promotion of green building
Governance and Policy Annual policy reviews
Functional MPAC
Spatial Equity Review of the SDF and LUMS
The Municipal Turnaround Strategy
On 02 December 2009, the South African Cabinet approved a comprehensive Local Government Turnaround Strategy. The Strategy was presented to Cabinet by the Minister for Cooperative Governance and Traditional Affairs, Mr. Sicelo Shiceka. It is underpinned by two important considerations.
The first is that a “one size fits all” approach to municipalities is not useful or acceptable. Each municipality faces different social and economic conditions and has different performance levels and support needs. Thus a more segmented and differentiated approach was required to address the various challenges of municipalities.
Cabinet recognized that the problems in Local Government are both a result of internal factors within the direct control of municipalities as well as external factors over which municipalities do not have much control. The internal factors relate to issues such as quality of decision-making by Councilors, quality of appointments, transparency of tender and procurement systems, and levels of financial management and accountability. The external factors relate to revenue base and income generation potential, inappropriate legislation and regulation, demographic patterns and trends, macro and micro-economic conditions, undue interference by political parties and weaknesses in national policy, oversight and Inter-Governmental Relations (IGR).
The twin over-arching aim of the Turnaround Strategy is to:
Restore the confidence of the majority of our people in our municipalities, as the primary delivery machine of the developmental state at a local level.
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Re-build and improve the basic requirements for a functional, responsive, accountable, effective, and efficient developmental local government.
The five strategic objectives of the LGTAS are to:
Ensure that municipalities meet basic needs of communities. This implies that an environment is created, support provided and systems built to accelerate quality service delivery within the context of each municipality’s conditions and needs;
Build clean, responsive and accountable local government. Make sure that systems and structures and procedures are developed and enforced to deal with corruption, maladministration and ensure that municipalities communicate and account more to communities;
Improve functionality, performance and professionalism in municipalities. Ensure that the core administrative and institutional systems are in place and are operational to improve performance;
Improve national and provincial policy, support and oversight to local government; and
Strengthen partnerships between local government, communities and civil society. Ensure that communities and other development partners are mobilized to partner with municipalities in service delivery and development.
The key interventions under these five strategic objectives focus on ensuring that:
a) National Government (including state enterprises) organizes itself better in relation to Local
Government; b) Provinces improve their support and oversight responsibilities over Local Government; c) Municipalities reflect on their own performance and identify their own tailor-made turnaround
strategies; d) All three spheres of government improve Inter-Governmental Relations (IGR) in practice; e) Political parties promote and enhance the institutional integrity of municipalities; and f) A social compact on Local Government is put in place where all citizens, including public
officials at all levels, those in the private sector, trade unions, professional bodies and traditional leaders are guided in their actions and involvement by a common set of governance values.
Municipalities need, on an annual basis to prepare and implement their own tailor-made turnaround strategies that must be incorporated into their IDPs and budgets. The following table shows the Emadlangeni Municipality Local Government Turn Around Strategy Priorities as resolved by council: The following table depicts the Emadlangeni Municipality Municipal Turn-Around Strategy.
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Table 12: Emadlangeni MTAS Priorities
PRIORITY CURRENT SITUATION
MUNICIPAL ACTION
TARGET DATE
UNBLOCKING ACTION
HUMAN RESOURCE
Waste Management
The Municipality does not have a licensed landfill site
To establish a legally compliant landfill site
June 2014 To continue engaging the district municipality, CoGTA and Environmental Affairs
Director: Community Services
Skills Development and Retention
Non-compliance with the Skills Development Act High staff turnover
To develop and implement the Skills Retention Plan
June 2013 - Director: Corporate Services
Office Space There is not adequate working space for municipal officials
To move one department to the town hall
June 2013 Amafa Trust to grant permission for renovating the offices in the town hall
Director: Technical Services/MM
Outdated IT Poor communication between the different municipal offices
To upgrade the current IT system
June 2013 MSIG funds to be utilized
Director: Corporate Services/CFO
Depleted Equipment
Most of the equipment used by Parks and Gardens is too old and needs to be replaced
To replace the old equipment
December 2013
Budget for new equipment
Director: Community Services/CFO
MIG Expenditure
Under spending on MIG allocation
Strict adherence with the SDBIP
June 2014 - Director: Technical Services/CFO/MM
Local Government Outcome 9
In January 2010, the national Cabinet Lekgotla approved an Outcomes Based Approach to service delivery; adopted twelve outcome areas, and for each outcome, a draft series of strategic outputs and measures. The President expects that the outputs for each of these outcomes should cover the period 2010-2014.
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Outcome 9 commits the Minister of Cooperative Governance and Traditional Affairs to develop a local government system which is efficient, effective, responsive and accountable. This outcome forms the basis of the CoGTA Minister’s performance agreement (PA) which is to be cascaded through local government MECs and Mayors as well as the signing of performance agreements within CoGTA between the CoGTA Minister and the Directors-General of both Cooperative Governance and Traditional Affairs departments. It is envisaged that the same process will also be replicated in the provinces between local government MECs and the provincial heads of departments and in local government between mayors and municipal managers.
Outcomes, Outputs and Programmes
The Ministry for CoGTA has developed 7 outputs as they have been agreed upon between the Minister and President. These are:
Implementation of the differentiated approach to municipal financing, planning and support;
Improving access to basic services;
Implementation of the Community Work Programme;
Action supportive to human settlement outcomes;
Deepen democracy through a refined ward committee model;
Administrative and financial capability; and
Single window of coordination. The Minister’s performance agreement commits her to achieve the following:
The delivery of basic services which include water, sanitation, electricity and waste management;
Creation of 4,5 million job opportunities by 2014 through the Community Work Programme;
Transformation of administrative and financial systems of local government, which includes supply chain management;
The filling of six critical senior municipal posts, namely municipal manager, chief financial officer, regional town planner, municipal engineer, corporate services manager and the communications manager as the basic minimum for every municipality;
That all municipalities in the country achieve clean audits by 2014; and
Building municipal capacity to enable municipalities to collect 90% of their revenues. The municipality has undertaken to align itself with Outcome 9 by doing the following:
Table 13: Alignment with Outcome 9
OUTPUT MUNICIPAL RESPONSE
Improving access to basic services Reviewing the Indigent Register to ensure that even the impoverished have access to at least the basic level of services.
Implementation of the Municipal Capital Programme
Deepen democracy through a refined ward committee model
Provision of training to Ward Committees
Provision of a monthly stipend to Ward
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Committees
Implementation of the differentiated approach to municipal financing, planning and support
Functional Municipal Public Accounts Committee
Action supportive of human settlement outcomes Construction and maintenance of access roads
Provision of electricity
Facilitating the provision and installation of solar panels
COP 17
COP17/CMP7 was a United Nations meeting between more than 190 countries from all over the world to find a solution to the global threat of human-made climate change. The aim is to stop the amount of carbon dioxide and other greenhouse gases in the atmosphere getting to a level which would cause dangerous changes to the world’s climate system. Why is it called COP17/CMP17? This is the 17th meeting of the “Conference of the Parties” (COP) of the international treaty known as the United Nations Framework Convention on Climate Change (UNFCCC). The first COP was held in Berlin, Germany in 1995 and there has been a meeting every year since then in many cities around the world. The second part of the meeting is known as CMP 7 because it is the 7th meeting of countries which have agreed to the Kyoto Protocol. Summit resolutions Resolution 1 - Institutional capacity The summit resolved to invite all interested and affected parties to pay special attention to the need for building and strengthening institutional capacity and synergies between related instruments at the provincial and national level in order to address the linkages between climate change and governance. Creation of a Provincial Climate Change Council. Resolution 2 - Education and public awareness All KwaZulu-Natal (KZN) stakeholders shall cooperate in and promote, develop and exchange of educational and public awareness material on climate change and its effects. Furthermore KZN stakeholders shall promote the development and implementation of education and training programmes, including the strengthening of academic institutions and the exchange or secondment of personnel to train experts in this field. Lastly we shall encourage the widest participation in this process, in order to ensure broader awareness among communities. Adequate funding shall be sourced to promote appropriate research to inform evidence based planning. Resolution 3 - Policy and Strategy
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The summit recognized the ecological, social and economic vulnerability of KZN communities to the impact of climate change and in particular of sea level rise, heavy storms, snow, diseases, etc Resolution 4 - Infrastructure Service Delivery All KZN stakeholders shall take climate change considerations into account, to the extent feasible, in their relevant social, economic and environmental policies and actions, and employ appropriate methods, for example impact assessments- formulated and determined nationally - with a view to minimizing adverse effects on the economy, on public health and on the quality of the environment, of projects or measures undertaken by them to mitigate or adapt to climate change. Resolution 5.A - Land use and Planning (Settlement Planning) The Summit resolved that KwaZulu-Natal stakeholders particularly amakhosi and municipalities must cooperate in preparing integrated spatial plans for the protection, development, and rehabilitation of land, settlements and towns. Resolution 5.B - (Building Methods) KZN stakeholders resolved to formulate, implement, publish and regularly update provincial programmes containing measures to mitigate climate change by promoting sustainable building methods. Resolution 5.C - (Greening of council operations and systems) Promote and cooperate in the development, application and diffusion, including transfer of technologies, practices and processes that control, reduce or prevent anthropogenic emissions of greenhouse gases. Resolution 6.A - Natural Resources (Air Quality) The summit resolved to encourage all interested and affected bodies to undertake, where possible, studies on the importance of carbon storage and sequestration in mitigating the impacts of climate change. Resolution 6.B - Natural Resources (Ecosystems) The summit recognized that climate change may substantially affect the ecological character of wetlands and their sustainable use. Furthermore, the summit endorsed the potentially important role of wetlands in adapting to and in mitigating climate change. Resolution 7 - Disaster Management The summit agreed to the need to improve and apply more widely techniques and methodologies for assessing the potential adverse effects of climate change on settlement, and, implement appropriate measures for prevention, mitigation and adaptation as part of reducing community risks and vulnerabilities, as well as assisting areas that are particularly vulnerable to those effects. Resolution 8 - Green Economy
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The summit resolved to redefine our KZN competitive advantage and structurally transform the economy by shifting from energy intensive to a climate-friendly path as part of a pro-growth, pro-development and pro-jobs strategy. Resolution 9 - Rural Development All KZN stakeholders, taking into account their common but differentiated responsibilities, agreed to promote sustainable rural land management through conservation and resource enhancement. In an effort to align with the priorities, Emadlangeni Municipality has undertaken to do the following:
Table 14: Alignment with COP 17
RESOLUTION MUNICIPAL RESPONSES
Natural Resources Three major wetlands have been identified through the SDF review and declared “no go areas” for any development.
Building Methods The municipality is promoting the installation of solar powered energy as a measure of reducing carbon fiber in the ozone layer
Land Used Planning Annual review of the SDF and LUMS to promote land use management and adequate settlement planning.
Infrastructure Service Delivery All capital projects undergo the EIA process.
Education and Public Awareness Implementation of different awareness campaigns i.e. HIV/AIDS
CABINET LEKGOTLA
The following are priorities were identified by at the Cabinet Lekgotla and determined by cabinet as the government’s programme of action:
Creating decent work and economic growth
Education
Health
Rural development/food security and land reform
Fight against crime and corruption These priorities have been analyzed and grouped into twelve outcomes that are the basis of the programme of action of government, aligned at both the provincial and national levels. The provincial government has adopted an integrated coordinated approach to service delivery. Departments working in silos are a thing of the past. The outcomes are as determined at national government level are as follows:
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Quality basic education
A long and healthy life for all South Africans
All people in South Africa are safe
Decent employment through inclusive economic growth
Skilled and capable workforce to support an inclusive growth path
An efficient, competitive and responsive economic infrastructure network
Vibrant, equitable, sustainable rural communities contributing towards food security for all
Sustainable human settlements and improved quality of household life
Responsive, accountable, effective and efficient local government system
Protect and enhance our environmental assets and natural resources
Create a better South Africa, a better Africa and a better world
An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship
Each Municipality has to; within their budgets align their programmes and projects to the priorities. In an effort to align with the priorities, Emadlangeni Municipality has undertaken to do the following:
Table 15: Alignment with Cabinet Lekgotla priorities
PRIORITY MUNICIPAL RESONSES
Creating decent work and economic growth Implementing the EPWP and CWP
Skills development
Promoting mining activities
Development of SMMEs and Cooperatives
Education Facilitating the establishment of a satellite branch of the Amajuba FET College
Capacity building of municipal employees
Early child development through the establishment of crèches
Health Establishment of a Local Aids Council
HIV/AIDS awareness campaigns
Provision of support infrastructure for the hospital
Rural development, food security and land reform
Construction of access roads in rural areas
Provision of vegetables to poor households through the community garden project
Fight against crime and corruption Functional MPAC
Participating in the Sector Police Forum
STATE OF THE PROVINCE ADDRESS The following issues were obtained from the Premiers State of the Province address for 2013.
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Table 16: Alignment with the State of the Province Address
PRIORITY MUNICIPAL RESPONSES
Creation of 2.1 million jobs Creation of 1100 through EPWP and CWP
Reduction of the electricity backlog Promotion of solar energy
Tourism promotion Rehabilitation of the Balele Game Park and Caravan Park
Development and support of Cooperatives Coordinating workshops for cooperatives
Rural development Construction and maintenance of rural access roads
Increased public participation Community Based Planning
Education Establishment of crèches and the facilitating the establishment of the Amajuba FET College satellite branch within our municipal boundaries
Social development Provision of social infrastructure i.e. Jojo tanks, public tents and fencing for livestock
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SECTION C: SITUATIONAL ANALYSIS
1. SPATIAL ANALYSIS
1.1 REGIONAL CONTEXT
Emadlangeni Municipality (KZ253) is located in the Amajuba District Municipality in the North-western corner of KwaZulu-Natal. Its area is the largest in the district and comprises 3539 km². The main transportation route that links the district to the outer areas is the N11 (alternative route from Durban to Johannesburg) but only a small section of this road borders on the western side of Emadlangeni). The R34 that runs through the district from west to east divides Emadlangeni into northern (Utrecht, Groenvlei, Blue Mountain) and southern areas (Kingsley, Waterval).
Map 2: Regional Context
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1.2 ADMINISTRATIVE ENTITIES
The Emadlangeni Local Municipality consists of 4 wards as indicated hereunder:
1.3 NODES AND CORRIDORS
Nodes are areas where higher intensity of land uses and activities will be supported and promoted. Nodal development improves efficiency as it provides easy access and creates thresholds for a variety of uses. In many cases there may be existing corridors between nodes. Corridors are links between nodes along which an increased intensity of development will naturally be attracted and should be encouraged. Nodes and corridors improve access to opportunities. Corridors should provide an appropriate level of access to opportunities along the corridors and would typically include public transport.
1.3.1 Regional Center
Although it is not within the Emadlangeni municipality, the size of the Newcastle-Madadeni-
Osizweni complex, in terms of it population and economic significance, as well as its
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accessibility makes it the District Centre. Furthermore, in terms of its administrative functioning,
the complex accommodates numerous government departments and parastatals.
1.3.2 Primary Node
A primary node is a distribution and co-ordination point with a greater variety, higher order and
more permanent range of services than that which is present in a secondary and tertiary node.
In terms of Emadlangeni Municipality the town of Utrecht serves as the primary node.
1.3.3 Secondary Nodes
The primary node is serviced by a number of secondary nodes which deliver supplementary
services.
The following settlements have been identified as secondary nodes in the Emadlangeni
Municipality:
Table 17: Secondary Nodes
Node Description
Amantungwa
Amantungwa is located along the P243 between Utrecht and Madadeni/Osizweni. It is a land reform settlement. The Amantungwa Trust area is strategically located between the Utrecht Municipality and the Dicks Cluster in the Newcastle Municipality which is ensuring integration and densification.
Groenvlei This node is situated halfway between Utrecht and Wakkerstroom. The land reform settlement of Nkosi Shabalala at Groenvlei strengthens the development of this node. This node is also linked to Paulpietersburg via a gravel road. A variety of facilities have been developed at Groenvlei.
Kingsley
Kingsley is situated on the R33 road between Bloedrivier and Dundee. It serves the southern part of the district and has to a large extent the same status/priority as the Groenvlei node.
Secondary nodes are served by a series of tertiary nodes to deliver supplementary services.
The following sub-satellites have been identified in the Emadlangeni Municipality:
Table 18: Tertiary Nodes
Node Description
Nzima
The Nzima satellite is situated to the far north of the district.
Access to the node is via the Wakkerstroom/Piet Retief
road. A total of 300 families are settled here. Due to poor
direct access to Utrecht district, people experience
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problems regarding the use of social infrastructure. The
facilities in this area are limited but will be upgraded with
the development of the land reform project.
Mabaso
The Mabaso satellite occurs around the Pivaanspoort area.
Adjacent to this development is the Kempslust mine area
and SAPPI Forest development. Both these areas also
house large numbers of people.
Blue Mountain
This satellite is situated at the fork of the district road which
connects the R34 with the D543 road which go to
Wakkerstroom and Ingogo respectively.
Services located at each node are listed hereunder:
Table 19: Services at Nodes
Type of
Services
Utrecht Amantungwa
Trust
Groenvlei Kingsley Blue
Mountain
Nzima Mabaso
Police X x x x
Primary
School
Pension
Pay-out
x x x
Crèche x x x x
Shops X x x x
Clinic X x x x x x
Mobile
Clinic
Sport
Facilities
X x x x x x
Community
Hall
X x x x x x
Taxi Rank /
Market
Place
X x x x
Petrol X x x x x
1.3.4 Corridors
Movement Corridors are the connecting infrastructure linking nodes.
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Primary Movement Corridor
The R34 is the major Movement Corridor within the Emadlangeni Municipality, and at a district
level this is a Secondary Movement Corridor. The R34 links Emadlangeni to Newcastle and
Vryheid, as well as the Free State to the port in Richards Bay.
Secondary Movement Corridors
The road linking Madadeni-Osizweni-Emadlangeni is identified as a secondary corridor.
The road linking Emadlangeni to Groenvlei and Wakkerstroom has also been identified as a
Secondary Corridor.
Mixed Activity Corridor
The Madadeni road linking Newcastle West to Madadeni, Osizweni and Emadlangeni has been
identified as a mixed activity corridor. Mixed-use development allows for the development of
parcels of land as different land uses on adjoining sites. Nodal points of activity will develop
along this corridor thereby providing points of opportunity for the provision of services as well as
economic activities.
1.4 LAND COVER
The majority of the municipality is covered by bushland. There is a significant proportion of
commercial forestry in ward 1 and there are areas of mining in ward 2 and 3. The western
portion of the municipality has large tracks of eroded land. This has agricultural potential if
properly managed and rehabilitated.
1.5 LAND USE
In terms of Land Use Management, the following broad zones are identified:
1.5.1 Urban
This zone relates to the developed urban/nodal areas identified, that is; primary, secondary and tertiary nodes. It is intended to make provision for a range of urban land uses and services identified per node including educational, industrial, commercial, community, government and residential.
1.5.2 Agriculture and Tourism
The primary use of this zone is agriculture. However, non-agricultural uses within the municipality also need to be encouraged to create employment and generate economic development. A wide range of tourism activities and facilities should be permitted that do not negatively impact on the agricultural potential.
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1.5.3 Conservation
The conservation zone includes land which has special environmental status and economic value due to its function and providing an environmental service which contributes to the overall open space system through water courses, wetlands, grasslands, open spaces and other natural habitats. The zone provides for protection and conservation of ecologically sensitive, culturally and historically important sites and the natural habitats of animals, birds in accordance with the national laws and policies, provincial and local guidelines, strategies and programmes. The following map provides an indication of land use distribution in the Emadlangeni Municipality.
Map 3: Broad Land Use Classification
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1.5.4 Traditional Settlements
These areas fall within Traditional Authority Areas under the authority of the Ingonyama Trust and the Amakhosi and comprise land used predominantly for agricultural purposes and traditional settlement.
1.6 LAND REFORM
The municipality has quite a large number of land reform projects which extend throughout the
municipality. Gazetted as well as settled land claims are depicted on the following map.
Map 4: Land Claims
1.6.1 Land Redistribution
Emadlangeni currently has the largest number of land reform projects taking place within the
Amajuba District which is seeing large portions of land being transferred to rural communities.
Many of the projects identified correspond with the service satellites and service sub-satellites
identified as secondary and tertiary nodes. Future residential and associated social and
economic development in terms of land reform should be encouraged at the satellites and at
strategic locations.
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The locality of satellites and sub-satellites have been determined by the land-reform processes
and not by spatial or environmental planning and may thus not be located in the most
“environmentally suitable” areas. For example:
The Groenvlei settlement is located in close proximity to a major wetland;
The Amantungwa settlement is located in close proximity to the Boschoffsvlei; and
The Mabaso community is located in a mist belt grassland area, an area of high
erodability, along the headwaters of the Bivane River.
Settlement of these areas, along with future expansions, need to be govern thorough
Environmental Scoping Reports as well as Environmental Impact Assessments (EIA’s) where
necessary.
According to Korsman and van Wyk (2003, p 37), it is forseen that only 40% of the people who
settle in these satellite and sub-satellites would come from outside of Emadlangeni. The
remaining 60% will be from farms within the district and it is therefore anticipated that this
process will take some time. This will have a direct impact on the provision of infrastructure.
1.6.2 Labour Tenant Projects
A large number of projects have been registered by people living on individual farms (mainly in
Wards 3 and 4) which will have an impact on the provision of infrastructure and social services.
1.6.3 Restitution Projects
There are a large number of restitution claims in the Emadlangeni Municipality. These are still to
be validated.
The localities of these projects have environmental significance and therefore proper planning is
essential. The Groenvlei settlement is located in close proximity to a major wetland. The
Amantungwa settlement is located in close proximity to the Boschoffsvlei and the Mabaso
community is located in a mist belt grassland area, an area of high erodability, along the
headwaters of the Bivane River.
1.7 ENVIRONMENTAL ANALYSIS
1.7.1 Biodiversity
The long-term survival and well-being of people depends on effective conservation of the
world’s biodiversity. Pressures on biodiversity show no sign of lessening, yet resources for
conservation action are limited. Municipalities need to be strategic and to focus efforts where
they will have the greatest impact.
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Minset is a data analysis function that identifies a “minimum set” of planning units that will assist
in meeting conservation targets. The Minset map indicates areas that are already Protected,
Mandatory Reserves and Negotiable Reserves.
The Minset data gives an indication of areas of priority which are classified as follows:
Biodiversity Priority Area 1:
These designated planning units contain one or more features within an irreplaceability = 1. This
means that there are no other localities which are identified as alternates to try and meet the
conservation target for this feature(s). These areas are designated as non-negotiable reserves
and have a natural land cover. It includes areas of indigenous forest, grasslands or veld which
have a high biodiversity value. These areas have the highest priority for environmental
management and development should be low-key, environmentally sensitive and harmonious
with the surrounding conditions.
Biodiversity Priority Area 2:
This planning unit indicates the presence of one (or more) features with a very high
irreplaceability score. In practical terms, this means that there are alternate sites within which
the targets can be met, but there aren't many. This site was chosen because it represents the
most optimal area for choice in the systematic planning process, meeting both the target goals
for the features concerned, as well as a number of other guiding criteria such as high
agricultural potential area avoidance, falls within a macro-ecological corridor etc. These areas
have natural land cover and are not designated as negotiable reserves. They are areas of
moderate biodiversity importance and still maintain natural ecosystems. Developments should
still be environmentally sensitive as it could be identified as mandatory reserve at a later stage
based on land transformation.
Biodiversity Priority Area 3:
These areas have natural land cover but have no reserve status as per the EKZNW Minset data
set. They are therefore areas of low biodiversity importance but still maintain natural
ecosystems. They have a high importance in terms of providing functional ecosystems.
Areas identified as the natural and/or near natural environmental areas (i.e. non-transformed
areas) not identified priority areas should not be misinterpreted as reflecting areas of no
biodiversity value. Whilst it is preferred that development be focussed within these areas, this
still has to be conducted in an informed and sustainable manner. Important species and
ecosystem services can still be associated with these areas and should be accounted for in the
EIA process.
There are several areas to the north and north east (ward 1 and 4) of the municipality that are
identified as Biodiversity Priority 1 areas. These areas are associated with the Balele Mountains
in the north as well as wetlands in the north-west around Zaaihoek Dam which is linked to the
birding route to Wakkerstroom. The north-east section incorporates the Balele Conservancy
area. There are also two areas near Blood River (south east) that are Biodiversity Priority 1
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areas which are linked to wetlands. These Biodiversity Priority 1 areas should be protected
and development should be discouraged.
There are several areas dispersed throughout the municipality that are Biodiversity Priority Area
3. These are located to the south, east and north-east. These areas are of low biodiversity
importance and settlements and agriculture should be encouraged in these areas.
Figure 6: View of Utrecht with Balele Mountains in the background
1.7.2 Hydrology
Emadlangeni has three significant wetlands, namely Groenvlei, Boschoffvlei and Blood River vlei. There is also the Zaaihoek Dam which is part of the Groenvlei wetland system. According to Begg (1984), in Emadlangeni SDF (2011/12), wetlands are considered one of the most seriously endangered ecosystems in the world and this is no more evident than in KwaZulu-Natal. Wetlands perform very important hydrological functions such as flood attenuation and the maintenance of water quantity and quality of river systems. These important ecological systems need to be protected and managed as effectively as possible.
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1.7.3 Land Capability
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1.8 SPATIAL SWOT ANALYSIS
Table 20: Spatial SWOT Analysis
STRENGHTS WEAKNESSES
Biggest land area in the district
Covered in Arate which has low erosion potential
Lack of basic services
Lack of accessibility
Poor protection of grasslands
Lack of preservation of agricultural land
OPPORTUNITIES THREATS
Good climate
Tourism potential
Availability of the Zaaihoek Dam
Numerous land claims
Lack of food security
1.9 DISASTER MANAGEMENT
The White Paper on Disaster Management highlights the need for the establishment of a Disaster Management Coordinating Committees at Local Government Level similar to the Inter-ministerial Committee on Disaster Management. The very business of local government is Disaster Management. For example, Local Government is responsible for ensuring that each household has access to a good health system, water, safe housing, healthy urban environments etc. Sustainable development is not possible if disasters are continuously injuring and killing, damaging infrastructure, property and livelihoods. It is critical that the relationship between disasters and development is recognized so that proactive action can be taken to eliminate or at least reduce the impact of the consequences of disasters. The Emadlangeni Municipality is susceptible to, and has previously experienced the following disasters:
o Veld and forest fires o Tornadoes o Water Service Failure
Vulnerable groups such as women, the aged, disabled and the porr suffer most from disasters and also lack the capacity to recover. The overall priority issue concerning disaster management is the lack of an integrated approach to disaster management resulting in unacceptable human, economic and environmental losses. As such, the objective of the Emadlangeni Disaster Management Framework is “co-ordinated and timeous interventions to reduce vulnerability and minimize the impact of disasters”. The following series of actions are being undertaken in this regard:
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o Strategies to plan for, respond and recover from disasters o Risk and vulnerability assessment o Prevention and mitigation o Preparedness o Response o Relief o Rehabilitation
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2. DEMOGRAPHIC AND ECONOMIC PROFILE
2.1 POPULATION NUMBERS
Table 21: Total Population
Basic facts Figures
Stats SA 2001 Stats SA 2011
Total Population 32 277 34 442
Total Number of house holds 6 189 6252
Age Profile 0 - 9 10 - 19 20 - 29 30 - 39 40 - 49 50+
23% 22% 19% 12% 10% 14%
24% 22% 17% 12% 8% 14%
Source: Stats SA 2001 and 2011 Census The population has grown by a mere 6% (2165 people) in 10 years. This could be due to high mortality rate and the migration of people in search of employment opportunities. The area does not offer much in terms of employment opportunities and economic activities. The decade has seen the number of households grow by 1% (63 new house-holds). This is an indication that Emadlangeni does not experience high levels of in-migration of high population growth.
2.2 POPULATION DENSITY AND DISTRIBUTION
The population density of the Amajuba DM (67.7 people per km²) is lower than the provincial average of 101.5 people per km². Emadlangeni has an exceptionally low population density at 9 people per km². The population density of Newcastle is approximately 179 people per km² (2.5 times higher than the district density). These figures are also clearly related to the urbanization rate in the district. Amajuba had the highest urbanization rate in the province at a figure of 55.8%. Emadlangeni’s urbanization rate was however very low compared to Newcastle (74.8%) and Dannhauser (22.8%). The areas of high population density are only found in the nodes being Utrecht town, Kingsley and Groenvlei settlements. The following map indicates the population distribution in the Emadlangeni Local Municipality.
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Map 5: Population Distribution
The following map indicates the household distribution in the Emadlangeni Local Municipality.
Map 6: Household Distribution
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Map 7: Emadlangeni Population Density
2.3 GENDER PROFILES
Figure 7: Gender distribution per Age Group
Source: Stats SA 2011 Census
12,012,412,1
11,29,7
8,37,0
6,04,13,83,43,5
2,31,8
1,20,50,50,4
12,111,8
11,310,4
8,88,2
6,45,8
4,94,4
4,03,5
2,61,81,6
1,10,8
0,5
15,0 10,0 5,0 0,0 5,0 10,0 15,0
00 - 04
10 - 14
20 - 24
30 - 34
40 - 44
50 - 54
60 - 64
70 - 74
80 - 84
Female Male
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The gender structure of Amajuba District is marginally female dominated with 52% of the total population being female. The structure is very similar to the provincial profile. Emadlangeni gender structure is however male dominated at 51%.
2.4 EDUCATIONAL LEVELS
Table 22: Educational Levels
EDUCATIONAL LEVEL PERCENTAGE (%)
No schooling 14.3
Primary schooling 41.6
Secondary schooling 28.0
Certificate and Diploma with less than grade 12
0.2
Matric 13.0
Higher education 2.9
Total 100.0
Source: Stats SA 2011 Census
Table 23: Current attendance at educational institutions
Educational institution Number of People Attending
Pre-school 373
Primary school 5845
High school 4066
College 51
University/Technikon 49
ABET 0
Other 83
Source: Stats 2011 Census
Similar to most rural municipalities in KZN, Emadlangeni is faced with the challenge of limited skills levels. Only 2.9% of the population over the age of 20 years has some form of tertiary qualification after completing grade 12. This creates challenges in terms of obtaining decent job opportunities for the majority of the Emadlangeni population. The establishment of an Amajuba FET College branch in Utrecht seen as a first step towards the alleviation of this problem. Universities and other colleges are too far for the poor people of Emadlangeni to access.
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2.5 ECONOMIC PROFILE
Figure 8: Employment Status
Source: Stats SA 2011 Census In terms of the statistics, 29% of our labour force is employed. This represents a 24% decrease in employment from 2001 which was 53%. The global credit crunch and mechanization are some of the factors that may have caused the massive job loss. One of the challenges that prevent local people from getting decent jobs is lack of skills. A majority of the population (55, 9%) did not reach secondary school and therefore only have primary education. The types of jobs these people get pay them less than the indigent threshold of the municipality. This in turn creates challenges for the municipality in terms of revenue collection and sustainable service delivery. Through the Extended Public Works Programme and the Community Work Programme, the municipality has been to create over 1000 jobs.
2.6 EMPLOYMENT SECTORS
The table below indicates the occupation of the people employed in the Emadlangeni Municipal area. There are a very small number of professional people due to the lack of skills in the area. The elementary sector is the highest employer in craft and related work.
Employed29%
Unemployed17%
Discouraged work-seeker
11%
Not economically active43%
Employment status
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Table 24: Occupation
OCCUPATION MALES FEMALES
Legislators; senior officials and managers
388 71
Professionals 43 423
Technicians and associate professionals
35 53
Clerks 32 198
Service workers; shop and market sales workers
423 118
Skilled agricultural and fishery workers
400 204
Craft and related trades workers
474 205
Plant and machine operators and assemblers
284 63
Elementary occupations 817 1357
Occupations unspecified and not elsewhere classified
334 225
Not applicable/Institutions 5138 3263
Total 8369 6181
Source: Stats SA 2011 Census The table below indicates that the industries within which the people are employed. The biggest employers are agriculture, manufacturing and wholesale and retail. These are jobs that require minimal skill and pay minimally as well.
Table 25: Industry
INDUSTRY CLASSIFICATION MALES FEMALES
Agriculture; hunting; forestry and fishing 382 30
Mining and quarrying 30 25
Manufacturing 342 132
Electricity; gas and water supply 27 9
Construction 78 191
Wholesale and retail trade 283 234
Transport; storage and communication 150 276
Financial; insurance; real estate and business services
230 116
Community; social and personal services 119 581
Other and not adequately defined 532 958
Unspecified 1057 367
Not applicable/Institutions 5138 3263
Total 8369 6181
Source: Stats SA 2011 Census
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2.7 INCOME
Table 26: Individual monthly income
INCOME CATEGORIES Male Female
No income 4441 4997
R 1 - R 400 773 848
R 401 - R 800 643 1422
R 801 - R 1 600 1473 919
R 1 601 - R 3 200 433 223
R 3 201 - R 6 400 318 204
R 6 401 - R 12 800 246 200
R 12 801 - R 25 600 168 98
R 25 601 - R 51 200 52 22
R 51 201 - R 102 400 9 4
R 102 401 - R 204 800 10 2
R 204 801 or more 2 1
Total 8569 8940
Source: Stats SA 2011 Census According to Stats SA the majority of the population (93%) earn below R1601. The lack of skills and diversification in terms of employment opportunities poses a challenge in term of the creation of decent jobs. The table excludes those members of the community that get government grants.
Table 27: Individual monthly income including government grants
INCOME CATEGORY Male Female
No income 5640 6217
R 1 - R 400 5341 5106
R 401 - R 800 865 1636
R 801 - R 1 600 2211 1955
R 1 601 - R 3 200 495 275
R 3 201 - R 6 400 350 230
R 6 401 - R 12 800 303 220
R 12 801 - R 25 600 181 112
R 25 601 - R 51 200 71 25
R 51 201 - R 102 400 10 4
R 102 401 - R 204 800 12 5
R 204 801 or more 2 1
Total 15481 15788
The table indicates a huge leap in the number of people with access to income. A total of 13 760 people are reliant on some form of government grant for income. This shows that the majority of the population is solely dependent on government for survival. This puts added pressure on the already small municipal budget and other resources.
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Map 8: Distribution of Low Income Households
From the above map it can be seen that the highest percentage of low income households are concentrated around the town of Utrecht. The second highest percentage of low income households is in Ward 2.
2.8 INDIGENT POPULATION
The Municipality has an indigent policy in place but is yet to review the Indigent register which will inform the provision of free basic services. In terms of free basic services Emadlangeni provides 50kW per household per month as well removal of refuse once per week. The Amajuba District provides 6 kl per house1hold per month and free basic sanitation.
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2.9 DEMOGRAPHIC AND ECONOMIC KEY ISSUES
o Low population growth rate o Very low population density o Low levels of post matrix qualifications o Low skills base o High unemployment o EPWP employment creation o Employment in low skill and payment level industries o 93% earn below R1 600 per month o High grant dependency
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3. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL
ANALYSIS
3.1. MUNICIPAL POWERS AND FUNCTIONS
The powers and functions of the Municipality are described in the table below.
Table 28: Municipal Powers and Functions
Function Authorizations Description
Schedule 4
Air pollution Yes Any change in the quality of the air that adversely affects human health or well-being or the ecosystems useful to mankind, now or in the future.
Building regulations
Yes The regulation, through by-laws, of any temporary or permanent structure attached to, or to be attached to, the soil within the area of jurisdiction of a municipality, which must at least provide for: Approval of building plans; Building inspections, and Control of operations and enforcement of contraventions of building regulations.
If not already provided for in the national and provincial legislation.
Child care facilities
Yes Facilities for early childhood care and development which fall outside the competence of national and provincial government pertaining to child care facilities.
Electricity reticulation
Yes Bulk supply of electricity, which include for the purposes of such supply, the transmission, distribution and, where applicable, the generation of electricity, and also the regulation, control and maintenance of the electricity reticulation network, tariff policies, monitoring of the operation of the facilities for adherence to standards and registration requirements, and any other matter pertaining to the provision of electricity in the municipal areas.
Fire Fighting Yes In relation to District Municipality “Fire fighting” means: Planning, co-ordination and regulation of fire services; specialized fire fighting services such as mountain, veld and chemical fire services; co-ordination of the standardization of infrastructure.
Local tourism Yes The promotion, marketing and if applicable, the development, of any tourists attraction within the area of the municipality with a view to attract tourists, to ensure access, and municipal services to such attractions, and to regulate, structure and control the tourism industry in the municipal area subject to any provincial and national legislation, and
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without affecting the competencies of national and provincial government pertaining to nature conservation, museums, libraries and provincial cultural matters.
Municipal airport No A demarcated area of land or water or a building which is used or intended to be used, either wholly or in part, for the arrival or departure of aircraft which includes the establishment and maintenance of such facility including all infrastructure and services associated within an airport, and the regulation and control of the facility, but excludes airport falling within the competence of national and provincial government.
Municipal Planning
Yes The compilation and implementation of and integrated development plan in terms of the Systems Act.
Municipal Health Services
No Subject to an arrangement with MECs to do the necessary authorizations, or alternatively, subject to amendments to the Structures Act, Municipal Health Service means environmental health services performed by a district municipality and includes:• Air pollution, Noise pollution; Solid Waste Removal; Water and Sanitation; Licensing and control of undertakings that sell food to the public; Control of public nuisance; and Facilities for the accommodation, care and burial of animals.
Municipal public transport
Yes The regulation and control, and where applicable, the provision of:• Services for the carriage of passengers, whether scheduled or unscheduled, operated on demand along a specific route or routes or, where applicable, within a particular area• Schedule services for the carriage of passengers, owned and operated by the municipality, on specific routes.
Pontoons and ferries
Yes Pontoons, ferries, jetties, piers and harbours, excluding the regulation of international and national shipping and matter related thereto, and matters falling within the competence of national and provincial governments
Storm water Yes The management of systems to deal with storm water in built-up areas
Trading regulations
Yes The regulation of any area facility and/or activity related to the trading of goods and services within the municipal area not already being regulated by national and provincial legislation
Water (Potable) No The establishment, operation, management and regulation of a potable water supply system, including the services and infrastructure required for the regulation of water conservation, purification, reticulation and distribution, bulk supply points, metering, tariffs setting and debt collection so as ensure reliable supply of a sufficient quality and quality of water to households, including informal households, to support life and personal hygiene.
Sanitation No The establishment, provision, operation, management, maintenance and regulation of a system, including infrastructure, for the collection, removal, disposal and/or
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purification of human excreta and domestic waste-water to ensure minimum standard of service necessary for safe and hygienic households.
Schedule 5
Amusement facilities /Beaches
Yes A public place for entertainment. The area for recreational opportunities and facilities along the sea shore available for public use and any other aspect in this regard which falls outside the competence of the national and provincial government.
Billboards and the display of advertisements in public places
Yes The display of written or visual descriptive material, any sign or symbol or light that is not intended solely for illumination or as a warning against danger which promotes the sale and/or encourages the use of goods and services found in: Streets; Roads; Thoroughfares; Sanitary passages; Squares or open spaces; and/or Private property.
Cemeteries, funeral parlours and crematoria
Yes The establishment, conduct and control of facilities for the purpose of disposing of human and animal remains.
Cleansing Yes The cleaning of public streets, roads and other public spaces either manually or mechanically
Control of public nuisance
Yes The regulation, control and monitoring of any activity, condition or thing that may adversely affect a person or a community
Control of undertakings that sell liquor to the public
Yes The control of undertakings that sell liquor to the public that is permitted to do so in terms of provincial legislation, regulation and licenses, and includes an inspection service to monitor liquor outlet for compliance to license requirements in as far as such control and regulation are not covered by provincial legislation.
Facilities for the accommodation, care and burial of animals
Yes The provision of and/or the regulation, control and monitoring of facilities which provide accommodation and care for well or sick animals and the burial or cremation of animals, including monitoring of adherence to any standards and registration requirements outlined in legislation.
Fencing and fences
Yes The provision and maintenance and/or regulation of any boundary or deterrents to animals and pedestrians along streets or roads.
Licensing of dogs
Yes The control over the number and health status of dogs through a licensing mechanism.
Licensing and control of undertakings that sell food to the public
Yes Ensuring the quality and the maintenance of environmental health standards through regulation, a licensing mechanism and monitoring of any place that renders in the course of any commercial transaction, the supply of refreshments or meals for consumption.
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Local amenities Yes The provision, manage, preserve and maintenance of any municipal place, and building reserved for the protection of places or objects of scenic, natural, historical and cultural value or interest and the provision and control of any such or other facility for public use but excludes such places, land or buildings falling within competencies of national and provincial governments.
Local sport facilities
Yes The provision, management and/or control of any sport facility within the municipal area.
Markets Yes The establishment, operation, management, conduct, regulation and/or control of markets other than fresh produce markets including market permits, location, times, conduct etc.
Municipal abattoirs
Yes The establishment, conduct and/or control of facilities for the slaughtering of livestock.
Municipal parks and recreation
Yes The provision, management, control and maintenance of any land, gardens or facility set aside for recreation, sightseeing and/or tourism and includes playgrounds but excludes sport facilities.
Municipal roads Yes The construction, maintenance, and control of a road which the public has the right to and includes, in addition to the roadway the land of which the road consists or over which the road extends and anything on that land forming part of, connected with, , or belonging to the road.
Noise pollution Yes The control and monitoring of any noise that adversely affects human health or well-being or the ecosystems useful to mankind, now or in the future.
Pounds Yes The provision, management, maintenance and control of any area or facility set aside by the municipality for the securing of any animal or object confiscated by the municipality in terms of its by laws.
Public places Yes The management, maintenance and control of any land or facility owned by the municipality for public use.
Refuse removal, refuse dumps and solid waste disposal
Yes The removal of any household or other waste and the disposal of such waste in an area, space or facility established for such purpose, and includes the provision, maintenance and control of any infrastructure or facility to ensure a clean and healthy environment for the inhabitants of a municipality.
Street trading Yes The control, regulation and monitoring of the selling of goods and services along a public pavement, road reserve and other public places.
Street lighting Yes The provision and maintenance of lighting for the illuminating of streets.
Traffic and parking
Yes The management and regulation of traffic and parking within the area of the municipality including but not limited to, the control over operating speed of vehicles on municipal roads.
Municipal public works
Any supporting infrastructure or services to empower a municipality to perform its functions
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3.2. ORGANISATIONAL STRUCTURE
The Organisational Structure was reviewed and adopted by Council at the beginning of the financial year. A revised selection, recruitment and appointment policy that seeks to address the imbalances in the employment profile of the Municipality has been adopted by Council. There are ninety nine employees in the Municipality. Council approved five departments in the Municipality the departments are as follows:
Office of the Municipal Manager
Corporate Services
Technical Services
Budget and Treasury Office
Community Services
The Municipality’s organizational Structure is set out in the following pages overleaf:
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The Heads of each department mentioned above, roles as well as responsibilities are directly linked to the Performance Management System in terms of Section 57 of the Municipal Systems Act. This is turn monitors and reports the performance as suggested in legislation.
Table 29: Departmental Functions
Department Functions
Office of the Municipal Manager
Municipal Management; Municipal Planning (IDP and PMS); and Municipal Finance Management. Town Planning and; Land use management Internal Audit
Corporate Services Administration: it is responsible for advertisements in public places; skills development, labour relations, council secretariat, registry; communication and IT.
Budget and Treasury Offices
Income: is responsible for Revenue Management; Debt Management and internal control. Expenditure: is responsible for expenditure management; procurement; materials; insurance; internal control and properties Supply Chain Management, assets and facilities.
Technical Services
Electrical: is responsible for electricity and gas reticulation and street lighting. Civil Services: is responsible for air pollution; municipal airports; municipal public works; storm water management; fence and fences; municipal roads; responsible for Building Regulations, infrastructure planning ,housing, maintenance of assets and facilities
Community Services Protection: it is responsible for fire-fighting services; noise pollution; public places; street trading; traffic and parking; disaster ; control of public nuisances; municipal public transport; public safety; motor licensing ;roadworthy testing; and municipal policing Community services:; Pounds; Local Tourism management; promotion of local economic development and facilitation of housing development, municipal parks and recreation, Cemeteries, cleansing, burial of animals, markets; municipal abattoirs, local sports facilities, a refuse removal, refuse dumps, solid waste, HIV/Aids, environment, youth , gender and elders, sports ,arts and culture, disaster management, public nuisance, libraries.
The municipality consists of a workforce of 104 people of which 64 are permanent, 34 contract workers and 6 temporary employees. Of which Black males are 62%, black females 18%, white females 6%, white male 8%, colored male 3% and colored female 3%.
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The critical vacant positions are: the Municipal Manager, Director Technical Services and Director Corporate Services. The Municipality has a challenge of losing employees to larger municipalities as a result of its inability to compete financially. There is a dire need to review the Human Resource Strategy and Retention Policy to ensure that the municipality retains its employees.
3.3. COUNCIL COMMITTEES
The municipality comprises of seven Councilors. Currently there are 4 portfolio committees established by Council in terms of Section 79, of the Municipal Structures Act, 1998 namely:
Technical Portfolio Committee
Finance Portfolio Committee
Community Portfolio Committee
Corporate Portfolio Committee
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3.4. MUNICIPAL POLICIES AND PLANS
The following policies have been developed and implemented in the municipality.
Table 30: Summary of municipal policies being implemented
Policy Status
Human Resources Policies
Death Responsibility Policy
Draft in place
Recruitment, selection and appointment policy Adopted and implemented
Council vehicle policy Adopted and implemented
Delegation Framework Adopted and implemented
Supply Chain Management Framework Adopted and implemented
Indigent Policy Adopted and implemented
Housing Subsidy Policy Adopted and implemented
Human Resource Development Policy Adopted and implemented
Code of Conduct Adopted and implemented
Acting Policy Adopted and implemented
Placement Policy Adopted and implemented
Delegation Policy Adopted and implemented
Workplace Skills Plan Adopted and implemented
Employment Equity Policy Adopted and implemented
Financial Policies
Budget Policy Adopted and implemented
Virement Policy Adopted and implemented
Remuneration Policy Adopted and implemented
Re-imbursement Policy Adopted and implemented
Travel and Subsistence Adopted and implemented
Other
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Communication Plan
Draft in place
Property Rates policy Adopted and implemented
Municipal By-laws Adopted and implemented
Building works, Building Plans, completion: Policies and Procedures
Adopted and implemented
Ward Committee Establishment Policy Adopted and implemented
HIV/AIDS and Chronic Illness Policy
Draft in place
3.5. HUMAN RESOURCE DEVELOPMENT
3.5.1 Employment Equity
The Municipality adopted an Employment Equity Plan on 1 July 2008. The plan was reviewed in 2011. In the plan equitable representation goals and affirmative action objectives have been adhered to. The Employment Equity Plan strives to undo the imbalances inherent in the employment profile. In terms of the implementation of the Employment Equity Plan is must be noted that Emadlangeni is moving in the right direction. This is evident as fifty (50%) percent of the total top management is made up of the designated group while non-designated group and women are twenty five (25%) percent. The middle management is one hundred (100%) percent women. Seventy five (75%) percent of the professional staff is made up of the designated group and twenty five (25%) percent is the women.
3.5.2 Skills Development and Human Resource Development
The Municipality has adopted a Human Resource Development Policy and is currently being implemented. In terms of the skills development plan the following training programmes were identified for in the 2012/13 financial year:
Table 31: Summary of training and skills development
Training and skills development intervention
Skills Priority no
Total number of staff to be trained
Estimated Cost
MFMA 3 15 R 35 000
Records Management 2 1 R 15 000
Supply Chain Management 4 11 R 0
Labour Relations Act 5 2 R 12 000
Policy Development 6 4 R 16 000
Local Economic Development 7 4 R 16 000
Civil Technician 8 1 R 15 000
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Electrician 8 1 R 15 000
ABET Level 1 and 2 9 35 R 0
SDF 10 1 R 0
Computer literacy for Councillors 11 7 R 22 000
Loader operator skills 12 4 R 16 000
OHS 13 6 R 21 000
PAYDAY PAYROLL 1 5 R 15 000
Assessor/Mentor/Facilitator Program
14 10 R 20 000
Fire Fighter 15 10 R 20 000
Source: Workplace Skills Plan
The reviewed Work Place Plan has identified new training needs and a budget vote for training will be created to ensure that the municipality complies with the Skills Development Act. A copy of the plan is included in the IDP.
3.6. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL KEY ISSUES
o High percentage of contract and temporary workers in the municipality o Critical vacant posts, i.e. Municipal Manager, Technical Services Director and Corporate
Services Director o Need to review Human Resource Strategy and Retention Policy o Council Committees in operation o Human Resource policies and plans in place
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4. SERVICE DELIVERY AND INFRASTRUCTURE ANALYSIS
4.1 WATER AND SANITATION
Emadlangeni has had enormous challenges in terms of infrastructure development and service delivery. The inability of the Municipality to fill the vacancy of Director: Technical Services for more than a year has contributed to this challenge. The District Municipality is the mandated authority in respect of water and sanitation. The following table provides a summary of the level of access to piped water in the 4 wards of the Municipality according to the 2011 Census.
Table 32: Level of Water Services
Access to piped water inside dwellings has grown by 5%. The majority of the population uses boreholes, rain water, streams and water tankers as their sources of water. The following table provides a more summarized version of water service level as derived from the Amajuba Internal Backlog Monitoring Database.
Table 33: Summary of Water Services
STANDARDS % DESTRIBUTION
Below basic level of services (backlog) 76
Basic level of service 13,2
Above basic level of service 17.0
Total 100.0
Source: Amajuba Internal Backlog Monitoring Database, 2010 The figures for the eMadlangeni municipality have largely remained unchanged over the past year. The situation will, however, improve with the construction of the eMadlangeni bulk pipe line and the water resources development plan that has been adopted.
Piped (tap)
water inside
dwelling
Piped (tap)
water inside
yard
Piped (tap)
water on
community
stand: less
than 200m
from dwelling
Piped (tap)
water on
community
stand: between
200m and
500m from
dwelling
Piped (tap)
water on
community
stand:
between 500m
and 1000m
(1km) from
dwelling
Piped (tap)
water on
community
stand: greater
than 1000m
(1km) from
dwelling
No access to
piped (tap)
water
Total
KZN253:
Emadlangeni
1 689 721 667 358 149 87 2 581 6 252
Ward 1 152 136 171 19 17 21 1 191 1 706
Ward 2 1 043 368 9 2 0 1 24 1 448
Ward 3 357 117 151 161 95 33 768 1 682
Ward 4 137 100 337 176 37 31 599 1 416
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Table 34: Access to water by type
Access to water Total
Piped water inside the dwelling 1 752
Piped water inside the yard 514
Piped water from access point outside the yard 391
Borehole 711
Spring 345
Dam / Pool 276
River / Stream 982
Water vendor 40
Rain water tank 141
Other 57
Source: Stats SA 2011 Census Water supply infrastructure is in a relatively good condition in Utrecht town. A pressing need exist to provide basic water supply in the rural areas. Many households are still obtaining their water from rivers and boreholes. It must be noted that many of the rural households form part of the land reform projects and that provision of services, including water, should have been provided through the establishment grant. The distorted settlement patterns in the rural areas also make it difficult and very expensive to establish water connections. The following table provides an indication of the funding required to eradicate the water backlog within the Emadlangeni Municipality as determined by the Amajuba WSA (Water Services Authority).
Table 35: Total water Investment Needs
Funding required to eradicate water backlogs within the national target
timeframe in Amajuba WSA
HHs
Amount
Emadlangeni 5 194 85 400 000
Access to piped water in the Emadlangeni Municipality is depicted in the following map.
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Map 9: Access to Piped Water
The following table provides a summary of the access to toilet facilities in the 4 wards of the Municipality according to the 2011 Census.
Table 36: Access to Toilet Facilities
None
Flush toilet
(connected
to sewerage
system)
Flush toilet
(with septic
tank)
Chemical
toilet
Pit toilet
with
ventilation
(VIP)
Pit toilet
without
ventilation
Bucket toilet
KZN253:
Emadlangeni 956 1783 289 759 136 2015 36
Ward 1 588 74 64 368 58 396 25
Ward 2 18 1331 38 2 36 19 1
Ward 3 170 277 135 250 20 736 4
Ward 4 180 102 52 139 22 865 5
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The following table provides a summary of access to sanitation facilities (in line with standards) in the municipal wards.
Table 37: Access to Sanitation Facilities per Ward
WARD NUMBER OF HH ACCESS TO SANITATION
BACKLOG TOTAL % OF HH WITH ACCESS TO SANITATION
% BACKLOG
1 1118 588 1706 65.5 34.5
2 1429 18 1447 98.7 1.3
3 1512 169 1682 89.9 10.1
4 1235 180 1415 87.3 12.7
Source: Stats SA 2011 Census
Table 38: Access to sanitation per type
SANITATION TYPE 2001 2011
Flush toilet (connected to sewage) 18.2 29.8
Flush toilet (with septic tank) 9.2 4.8
Chemical toilet 1.7 12.7
Pit toilet with ventilation (VIP) 4.4 2.3
Pit toilet without ventilation 28.4 33.7
Bucket toilet 0.5 0.6
None 37 16
Total 100 100
Source: Stats SA Census 2011 From the tables above, it is evident that great strides have been made in the past 10 years to reduce the backlog in sanitation. There is a 21% decrease in the number of households with no access to any type of sanitation facilities and a 10.1% increase in the number of households with flush toilets connected to the sewage system. Sanitation interventions are still required to ensure that the backlog is fully eradicated in the near future. The following map provides a more graphic representation of accessibility to toilet facilities in the Emadlangeni Municipality.
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Map 10: Access to Toilet Facilities
4.2 ENERGY
According to the 2011 Census, there has been a 19.7% increase of households with access to electricity when compared to 2001. A total of 1222 households have been connected to electricity from 2001. There has also been a significant decrease of households using candles. The following series of tables provide a summary of the latest census figures regarding energy.
Table 39: Access to Energy for Lighting per Ward
WARD ELECTRICITY GAS PARAFIN CANDLES SOLAR TOTAL
1 171 6 21 1456 21 1675
2 1382 1 5 56 2 1446
3 929 13 22 683 27 1673
4 551 3 5 827 29 1415
EMADLANGENI 3032 22 53 3022 79 6207
Source: Stats SA 2011 Census
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Table 40: Percentage (%) Access to Electricity for Lighting per Ward
WARD ELECTRICITY GAS PARAFIN CANDLES SOLAR TOTAL
1 10.2 0.3 1.3 87 1.2 100
2 95.6 0.1 0.3 3.9 0.1 100
3 55.5 0.7 1.3 40.8 1.6 100
4 38.9 0.2 0.3 58.5 2.1 100
EMADLANGENI 48.8 0.4 0.8 48.7 1.3 100
Source: Stats SA 2011 Census There has been a 9.7% increase in households using electricity for heating from 2001. The settlement patterns in the rural areas are too fragmented thus making it very expensive to connect them to grid electricity. The municipality is exploring the route of solar energy as a possible solution to this challenge.
Table 41: Electricity for Heating per Ward
WARD ELECTRICITY GAS PARAFFIN WOOD COAL ANIMAL DUNG
SOLAR OTHER TOTAL
1 101 24 10 1484 53 0 1 0 1673
2 1028 48 32 82 74 5 2 0 1271
3 535 41 48 694 142 124 1 2 1587
4 339 14 24 771 89 141 1 2 1380
EMADLANGENI 2003 125 114 3031 358 270 6 4 5911
Source: Stats SA 2011 Census
Table 42: Percentage (%) Electricity for Heating
WARD ELECTRICITY GAS PARAFFIN WOOD COAL ANIMAL DUNG
SOLAR OTHER TOTAL
1 6 1.4 0.6 88.7 3.2 0 0.1 0 100
2 80.9 3.7 2.5 6.5 5.8 0.4 0.2 0 100
3 33.7 2.6 3.1 43.7 8.9 7.8 0.1 0.1 100
4 24.5 1 1.7 55.8 6.5 10.2 0.1 0.1 100
EMADLANGENI 33.9 2.1 1.9 51.3 6.1 4.6 0.1 0.1 100
Source: Stats SA 2011 Census The use of wood has increased by 0.1% from 2001. This is an immense challenge because it leads to de-forestration and is harmful to the environment. COP 17 resolutions discourages such practices, it is therefore important that an alternative source of energy be provided in the near future.
Table 43: Access to Energy for Cooking per Ward
WARD ELECTRICITY GAS PARAFFIN WOOD COAL ANIMAL DUNG
SOLAR OTHER TOTAL
1 135 46 38 1454 28 0 0 0 1702
2 1278 72 50 26 17 5 0 0 1448
3 694 68 103 603 92 113 3 3 1678
4 408 52 44 737 79 93 0 2 1414
EMADLANGENI 2515 238 234 2820 216 211 3 5 6241
Source: Stats SA 2011 Census
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Table 44: Percentage (%) Access to Energy for Cooking
WARD ELECTRICITY GAS PARAFFIN WOOD COAL ANIMAL DUNG
SOLAR OTHER TOTAL
1 8 2.7 2.2 85.4 1.7 0 0 0 100
2 88.3 4.9 3.4 1.8 1.2 0.3 0 0 100
3 41.3 4 6.1 35.9 5.5 6.8 0.2 0.2 100
4 28.8 3.7 3.1 52.1 5.6 6.6 0 0.1 100
EMADLANGENI 40.3 3.8 3.8 45.2 3.5 3.4 0 0.1 100
Source: Stats SA 2011 Census Wood is again the highest source for heating at 45.2%. As stated above the use of wood is not environmentally friendly and this source will not be sustainable in the long run. It is however pleasing to report that the use of electricity for cooking has increased by 15% from 2001.
4.3 REFUSE REMOVAL
A detailed analysis of the refuse collection and waste management in general in the district is contained in the Integrated Waste Management Plan compiled by Amajuba DM. The Solid Waste Plan recommended that the most viable refuse collection option was for the status quo to remain whereby there is no regional disposal site and that the local municipalities collect refuse in their municipal area. The following series of tables provide a summary of the census 2011 outcomes with regard to refuse removal in the Emadlangeni Municipality.
Table 45: Refuse Disposal per Ward (%)
WARD REMOVED BY LOCAL
AUTHORITY AT LEAST ONCE A WEEK
RMOVED BY LOCAL
AUTHORITY LESS OFTEN
COMMUNAL REFUSE DUMP
OWN RUBBISH
DUMP
NO RUBBISH DISPOSAL
1 2.6 0.7 1.5 83 12.1
2 89.4 0.8 6.1 3.4 0.3
3 9 3.5 5.7 77.7 3.9
4 1.6 0.8 0.7 92.2 4.7
EMADLANGENI 24.4 1.5 3.5 65.1 5.5
Source: Stats SA 2011 Census
Table 46: Refuse Disposal Comparisons
REFUSE DISPOSAL TYPE CENSUS 2001 (%) CENSUS 2011 (%)
Removed by local authority at least once a week
17 24.4
Removed by local authority less often 1.9 1.5
Communal refuse dump 2.8 3.5
Own rubbish dump 57.8 65.1
No rubbish dump 20.4 5.5
Source: Stats SA Census 2011
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Figure 9: Type of Refuse Disposal per Household
Source: Stats SA 2011 Census The Amajuba District Municipality has proposed that an educational campaign be launched to teach and sensitize households about this subject. Emadlangeni supports this proposal. Due to the vastness of wards, it would not be viable for the municipality to collect refuse in ward 1, 3 and 4 weekly. It would be too expensive. Alternative methods of refuse disposal must be explored in order to offset this challenge. Emadlangeni currently has a dump site and is seeking funds to upgrade the dump site into a registered land fill site.
4.4 ROADS
According to the Amajuba Baseline study conducted in 2005 about 75% of the households have a basic level of road service and only 10% of households walk more than 5km or 30 minutes to the main road.
24%
1%
4%
65%
6%
Type of refuse disposal per household
Removed by local authority/privatecompany at least once a week
Removed by local authority/privatecompany less often
Communal refuse dump
Own refuse dump
No rubbish disposal
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Table 47: Accessibility to Roads per Household
SERVICE STANDARD NUMBER OF HOUSEHOLDS % DISTRIBUTION
Below basic level of service 572 10.1
Basic level of service 3998 70.6
Above basic level of service 1093 19.3
Total 5663 100
Source: Amajuba Backlog Study 2005 The municipality relies on the Municipal Infrastructure Grant for the construction and rehabilitation of roads. The grant is conditional and only allows for the construction of gravel roads. This condition is posing a challenge in terms of the rehabilitation of tar roads in ward 2. The municipality needs to look at methods of enhancing revenue and then address the challenge of the tar roads.
4.5 HOUSING
A Housing Plan has been prepared which identifies backlogs and targets for delivery. A high percentage for Emadlangeni inhabitants, reside in traditional dwellings or structures. This indicates a large number of individuals concentrated in rural areas. This also indicates a potential housing backlog within the Municipality. Adding to this, a large of people live in brick structures on separate stands or yards but this figure is not as high as the former category. Overall this indicates that the Municipality has a large area of land and mostly subserviced. The reason for low level services is partly due to the low population /km making service provision expensive.
Table 48: Household Types per Ward
HOUSEHOLD TYPE WARD1 WARD 2 WARD 3 WARD 4
House or brick/concrete block structure on a separate stand or yard or on a farm
17.8 85.1 67.2 45.9
Traditional dwelling/hut/structure made of traditional materials
75.3 2.9 23.8 48.1
Flat or apartment in a block of flats 4.3 5.7 3.5 0.5
Town/ Cluster/ semi-detached house
0.1 2.8 0.2 0
House/flat/room in backyard 0.6 1.9 0.6 0.5
Informal dwelling (shack; in backyard)
0.3 0.9 1.8 1.6
Informal dwelling (shack; not in backyard; e.g. in an informal/squatter settlement or on a farm)
0.7 0.2 1.5 2.5
Room/flatlet on a property or larger 0 0 0.2 0.1
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dwelling/servants quarters/granny flat
Caravan/tent 0.5 0.2 0.8 0.1
Other 0.3 0.3 0.4 0.6
Total 100 100 100 100
Source: Stats SA 2011 Census
Table 49: Percentage (%) Household Types
HOUSEHOLD TYPE CENSUS 2001 CENSUS 2011
House or brick/concrete block structure on a separate stand or yard or on a farm
34.1 53
Traditional dwelling/hut/structure made of traditional materials
48.2 38.5
Flat or apartment in a block of flats 8.2 3.6
Town/ Cluster/ semi-detached house 1.3 7
House/flat/room in backyard 4.4 0.9
Informal dwelling (shack; in backyard) 1.2 1.1
Informal dwelling (shack; not in backyard; e.g. in an informal/squatter settlement or on a farm)
1.8 1.2
Room/flatlet on a property or larger dwelling/servants quarters/granny flat
0.7 0.1
Caravan/tent 3 0.4
Other 0 0.4
Total 100 100
Source: Stats SA 2011 Census There has been a 19% increase of brick or concrete structure built 2001. This reduces the number of households vulnerable to natural disasters like heavy rains and wind.
Table 50: Housing Backlog
MUNICIPALITY BELOW RDP STANDARDS COST
Emadlangeni 5194 23 000 000.00
The current low cost housing projects in progress are:
589 units at Groedehoop is at a planning phase
31 new units to be built and the 60 existing units to be renovated at Khayalethu and transferred to the current occupants.
The main focus of Emadlangeni Municipality is to delivery 589 low cost houses in Groedehoop. An additional 31 new units and renovations to the 60 existing units at Khayalethu village are at a planning stage as another low cost housing project.
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4.6 CONSTRAINTS TO SERVICE DELIVERY
Table 51: Constraints to Service Delivery
KEY ISSUE DESCRIPTION
Lack of municipal infrastructure policies
Acceptable service levels: Most of the communities opt for higher services levels that later result in a burden of maintenance and operations.
The use of infrastructure asset management principles: Infrastructure life cycle management is not utilised.
Lack of adequate infrastructure information and infrastructure
Historic backlogs: Historic backlogs are not determined and are not time referenced.
Inaccurate information and OLD information tabled on the backlogs
Increasing needs due to migration and growth in population numbers, thus increasing and decreasing backlog in specific areas.
Integrated communities with different service levels (differentiating between basic levels of service and higher order services)
Deterioration of existing infrastructure
Significant water losses Limited conservation and demand management Pollution of rivers and dams Poor or no maintenance
Institutional arrangements Poor or no maintenance Lacking municipal institutional arrangement Lack of suitably trained staff (or very few staff in the technical
departments) Limited or no service quality monitoring (e.g. drinking and effluent
water quality, etc)
Funding and financial issues
Metering (either pre-paid or conventional) of water and energy consumption
Lack of revenue, indigent policies and enforcement Private sector investors and lenders not attracted to invest in
infrastructure roll-out MIG Cashflow constrains is directly attributable for the adverse
implementation of the Water and sanitation projects.
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4.7 DEPRIVATION
Deprivation refers to peoples’ unmet needs, whereas poverty refers to the lack of resources required to meet those needs. In terms of Emadlangeni Municipality, the most deprived Ward is Ward 1 which includes the areas of Mabaso and Nzima. The least deprived Ward is Ward 2 which incorporates the town of Utrecht.
Map 11: Deprivation Map
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4.8 SWOT ANALYSIS
Table 52: SWOT Analysis for Service Delivery and Infrastructure
STRENGHTS WEAKNESSES
Small population Scattered settlement patterns
Availability of a Capital Budget and a Capital Programme
Poor maintenance of existing infrastructure
Depleted equipment
Minimal Capital Budget
Huge infrastructure backlogs
OPPORTUNITIES THREATS
Employment of a Senior Engineer and two technician
Community unrest
Budget vote for maintenance Lack of Local Economic Development
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5. LOCAL ECONOMIC AND SOCIAL DEVELOPMENT
ANALYSIS
5.1 LOCAL ECONOMIC DEVELOPMENT OPPORTUNITIES IN EMADLANGENI
The purpose of this section of the report is to identify relative competitive advantages within the Emadlangeni Municipality which would serve as the catalyst for local economic development. The Emadlangeni Municipality has significant potential regarding the development of projects through opportunities despite the limitations in terms of infrastructure and the social conditions in the area. It is imperative for the municipality to upgrade their business environments to improve their competitiveness, retain jobs and improve incomes in a way that it attracts external investors. There are many opportunities for collaboration between communities and regional institutions, which need to be put in place and it is essential that the LED strategy has the potential to respond to the ever-changing competitive environment. An important factor is that outside businesses do not locate in an area simply because of available land and cheap labour. The quality of life that families working in the area will experience is the driving element to attract economic development and investment.
5.2 ECONOMIC DEVELOPMENT AS A PRIORITY ISSUE
The importance of economic development comes from understanding the underlying state of the municipality. Emadlangeni municipality does not; at this point in time have the necessary “pull-factor” to attract large scale economic development. As such, outside business is not likely to establish in this area. It is important that smaller, internal businesses are established through entrepreneurship, while the municipality focuses on building up and extending the infrastructure network as well as providing the necessary skills development and local economic development structures in the area. The key to stimulating and growing local economic development in Emadlangeni is to utilise the existing resources and capitalise on this by adding to the value chain of these commodities. There are five project fields identified for the Municipality. These are:
Organic Vegetables;
Tourism;
Dairy Farming;
Coal Mining; and
Infrastructure Development
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5.3 LED IMPLEMENTATION AND ACTION
An LED Plan was prepared for the Municipality in July 2012. Local Economic Development is an outcome based on local initiative and driven by local stakeholders. It involves identifying and using local resources, ideas and skills to stimulate economic growth and development. The aim of LED is to create employment opportunities for local residents, alleviate poverty, and redistribute resources and opportunities to the benefit of all local residents. The aim of LED is:
“To create robust and inclusive local economies that exploit local opportunities, address local needs and contribute to national development objectives, such as economic growth, jobs and equity”;
To eradicate poverty and create sustainable work opportunities;
To integrate the first and second economies; and
Creating an enabling environment, building economic capability and facilitating productive networks at the local level.
It is important to realise that LED is an ongoing process, rather than a single project or a series of steps to follow. LED encompasses all stakeholders in a local community, involved in a number of different initiatives aimed at addressing a variety of socio-economic needs in that community.
The draft LED Strategy is attached as Appendix K2. In terms of implementation the Amajuba has well established LED structures. The details of which are included in the LED Strategy. An action plan for the development of LED is reflected below and integrated into the IDP strategies and objectives:
Table 53: LED Action Plan
Programme Activity Action to be undertaken by Emadlangeni Municipality
Partners Time Frame
Responsibility
Strategy 1: Develop the Agricultural Sector
Agricultural Promotion
Promote Agricultural Activities
Facilitate the development of an Agricultural Plan which will identify opportunities for both small scale farming and commercial farmers
Department of Agriculture, Environmental Affairs and Rural Development. KWANALU
2012/13 Engineering and Community Services
Develop a plan of action aimed at disseminating information to
Internal 2013/14 Engineering and Community Services
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Programme Activity Action to be undertaken by Emadlangeni Municipality
Partners Time Frame
Responsibility
promote agricultural development
Facilitate presentations at Council meetings, Community meetings, ward meeting to promote agricultural development
Department of Agriculture, Environmental Affairs and Rural Development. KWANALU
2012/13 2013/14 2014/15 2015/2016
Engineering and Community Services
Promote Environmental Awareness
Investigate environmentally sustainable agriculture eg organic farming practices.
Internal 2013/14 Engineering and Community Services
Facilitate presentations to Farmer’s Associations on environmentally sustainable practices.
Department of Agriculture, Environmental Affairs and Rural Development.
2012/13 2013/14 2014/15 2015/16
Engineering and Community Services
Provision of General Infrastructure
Support the development and maintenance of basic infrastructure
Prepare and update a CIP
District Municipality
2013/14 Engineering and Community Services
Prioritise the maintenance and upgrading of primary routes
Internal 2012/13 2013/14 2015/16
Engineering and Community Services
Ensure access to electricity in order to improve opportunities for agricultural development.
ESKOM 2012/13 2013/14 2014/15 2015/16
Engineering and Community Services
Construct facilities within hubs and satellites that will serve as a centralised fresh produce market and agricultural storage depot
Department of Agriculture, Environmental Affairs and Rural Development Department of Public Works
2013/14 2014/15
Engineering and Community Services
Promote the establishment of
Improve irrigation
Develop a plan to investigate
Department of Agriculture,
2013/14 Engineering and Community
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Programme Activity Action to be undertaken by Emadlangeni Municipality
Partners Time Frame
Responsibility
agriculture–specific infrastructure
sustainable irrigation practices and improve irrigation potential.
Environmental Affairs and Rural Development
Services
Expansion & Diversification of Agriculture
Support the emerging farmers
Seek partnerships with established farmers to mentor emerging farmers.
Department of Agriculture, Environmental Affairs and Rural Development KWANALU
2013/14 Engineering and Community Services
Establish Market Linkages
Determine best crops to grow within Emadlangeni Municipality
Department of Agriculture, Environmental Affairs and Rural Development
2013/14 Engineering and Community Services
Identify potential markets for agricultural products
Department of Agriculture, Environmental Affairs and Rural Development Department of Economic Affairs and Tourism.
2013/14 Engineering and Community Services
Facilitate the preparation business plans to supply key retailers in South Africa.
Department of Economic Affairs and Tourism DBSA SEDA
2013/14
Engineering and Community Services
Strategy 2: Tourism Development
Identify, revitalise and prioritise existing Tourism Potential
Tourism Awareness
Coordinate and develop a plan that can look broadly at:
Routes
Partners
Infrastructure
Marketing and promotion
Department of Economic Affairs and Tourism Amajuba District Municipality
2013/14 Engineering and Community Services
Develop a plan of action aimed at disseminating information to promote tourism
Internal 2012/13 2013/14
Engineering and Community Services
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Programme Activity Action to be undertaken by Emadlangeni Municipality
Partners Time Frame
Responsibility
Facilitate presentations to tourism associations, bed and breakfast owners, etc.
Department of Economic Affairs and Tourism
2012/13 2013/14 2014/15 2015/16
Engineering and Community Services
Small Town Revitalisation
Compile and implement an action plan to clean up the town and ensure neatness with a primary focus on the main streets.
Internal 2012/13 2013/14 2014/15
Engineering and Community Services
To facilitate the development of a shopping centre in Utrecht
Private Sector
2012/13 2013/14 2014/15
Community Services/BTO
Marketing
Formulate a marketing and investment strategy.
DBSA SEDA
2013/14
Engineering and Community Services
Lobby all interest groups and develop framework for marketing
Department of Economic Affairs and Tourism Amajuba District DBSA SEDA
2013/14 Engineering and Community Services
Provide proper signage on roads especially to those areas that are tourist attractions.
Department of Transport.
2013/14 Engineering and Community Services
Expand tourism niche
Develop business plans in order to seek tourism partners.
Department of Economic Affairs and Tourism Amajuba District DBSA
2013/14 2014/15 2015/16 2016/17
Engineering and Community Services
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Programme Activity Action to be undertaken by Emadlangeni Municipality
Partners Time Frame
Responsibility
SEDA
Engage with tourism stakeholders in order promote tourism.
Internal 2012/13 2013/14 2014/15 2015/16 2016/17
Engineering and Community Services
To promote game hunting
Internal 2012/13 2013/14 2014/15 2015/16 2016/17
Community Services
“Twin cities” programme
Seek partnership with Utrecht in Holland in order to revitalise the town.
Utrecht Holland
2013/14 Council and MM
Communication and Information
Develop a magazine/brochure in conjunction with the District
Amajuba District
2013/14 Corporate Services (Communication and IT)
Establish and maintain a website
Amajuba District.
2012/13 2013/14 2014/15 2015/16 2016/17
Corporate Services (Communication and IT)
Strategy 3: Promotion of Capacity Building, Training, Monitoring and Support Services
Facilitate Skills Development and Training Courses
Facilitate mentoring and training
Develop framework for identification, monitoring and evaluation of skills,
Internal 2013/14 Engineering and Community Services
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Programme Activity Action to be undertaken by Emadlangeni Municipality
Partners Time Frame
Responsibility
particularly from local SMMEs.
Register all Capital projects with EPWP in order to ensure capacitation of artisans
Internal 2013/14
Community Services
Coordinate partnerships with established organisations and investors to conduct skills audit and mentor the emerging farmers
Department of Labour Department of Agriculture, Environmental Affairs, Rural Development and Amajuba FET College
2013/14 Engineering and Community Services
Formulate and Implement Systems for Information Dissemination.
Facilitate Information dissemination
Develop databases will assist to convey information to emerging entrepreneurs.
Internal 2013/14 Corporate Services (Communication and IT)
Design and disseminate brochures.
Internal 2013/14 2014/15 2015/16 2016/17
Corporate Services (Communication and IT)
Convey information on notice boards within the municipality buildings
Internal 2012/13 2013/14 2014/15
Corporate Services (Communication and IT)
Small business, tourism and agricultural support
Facilitate access to business support organisations.( Technical, Financial, Labour, Technology)
Facilitate access to ICT Hub.
Amajuba District
2013/14 Engineering and Community Services
Provide support and advice on accessing funds, preparing business plans and legislative requirements
DBSA SEDA Department of Economic Affairs and Tourism Department of Labour Amajuba
2012/13 2013/14 2014/15
Engineering and Community Services
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Programme Activity Action to be undertaken by Emadlangeni Municipality
Partners Time Frame
Responsibility
District
Facilitating presentations on agricultural and tourism business development.
DBSA SEDA Department of Economic Affairs and Tourism Department of Labour Amajuba District
2012/13 2013/14 2014/15
Engineering and Community Services
Strategy 4: Promotion of Mining Activities
Promotion of Mining
Promote new mining opportunities
Facilitate the provision of support services
Amajuba DM and ELM
2012/13 2013/14 2014/15 2015/16 2016/17
Engineering and Community Services
Train small scale farmers
D.O.E
2013/14
Engineering and Community Services
Strategy 5: Development Infrastructure Capacity
Infrastructure Rehabilitation
To rehabilitate investment infrastructure
To rehabilitate Balale Game Park and Country Club
Department of Economic Development and Tourism
2013/14 Community Services
To rehabilitate the information office
Internal 2013/14 Engineering and Community Services
Infrastructure Development
To develop an Industrial Park
To develop an Industrial Park
Amajuba and DTI
2013/14
Engineering and Community Services
Strategy 6: Achieving Institutional Coherence
LED Institutionalisation
Institutionalising LED
Establishing a Development Agency
National and Provincial Treasury
2013/14 Community Services/BTO
Budget for LED DEDT, Cogta 2013/14 Community
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Programme Activity Action to be undertaken by Emadlangeni Municipality
Partners Time Frame
Responsibility
projects and ELM Services and BTO
Strategy 7: Job Creation
Sustainable jobs To created sustainable jobs
To create sustainable employment through the implementation of CWP and EPWP
Cogta and Department of Public Works
2013/14 Community Services
5.4 COMMUNITY WORK PROGRAMME
The Community Work Programme (CWP) is a government programme aimed at tackling poverty and unemployment. The programme provides an employment safety net by giving participants a minimum number of regular days of work, typically two days a week or eight days a month, thus providing a predictable income stream.
The CWP is designed as an employment safety net, not an employment solution for participants. The purpose is to supplement people’s existing livelihood strategies by offering a basic level of income security through work. It is an ongoing programme that does not replace government’s existing social grants programme but complements it.
CWP sites are being established in marginalised economic areas, both rural and urban, where unemployment is high. Unemployed and underemployed men and women qualify to apply for work. The daily rate paid at present is R63.18. Communities are actively involved in identifying ‘useful work’ needed in the area. The first target is one site per municipality operating in at least two wards to reach 1000 people by 2013/14. The number of projects to be implemented per ward will be determined by ward residents. A total of 650 jobs were created through the Community Work Programme in 2012/13.
The Emadlangeni Municipality intends to create 1000 jobs by 2015 through the implementation of the CWP.
The municipality is envisaging implementing projects such as rehabilitation of damaged roads (pot holes), waste management, planting of trees etc.
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5.5 Local Economic Development: SWOT ANALYSIS
Table 54: SWOT Analysis
STRENGHTS WEAKNESSES
Tourism infrastructure established Poor maintenance of infrastructure
Established Community Tourism Organization
Poor quality of roads
Different tourist attractions Lack of LED budget
LED not institutionalized
Poor signage
Insufficient LED and Tourism funds
OPPRTUNITIES THREATS
Job creation through the various LED initiatives
Creation of only short term employment
Possible re-opening of mines Lack of skills
CWP and EPWP High dependency on government
Tourism funding from Amajuba District Municipality
Emadlangeni identified as the district’s tourism node
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5.6 SOCIAL DEVELOPMENT ANALYSIS
5.6.1 Health care facilities
The Emadlangeni sub-district consists of 1 district hospital, 1 prison hospital, 2 provincial fixed clinics (gate clinic), 2 mobile provincial clinics, 2 EMRS bases and 1 forensic mortuary. Mobile clinics provide 8 hour services Mon – Fri and the gate clinic provides 8hour services Mon – Sun. One fixed clinic provides 12 hour services The district hospital, namely Niemeyer mentioned above offers district level services. Patients needing regional level, advanced and specialized health care are referred to Madadeni and Newcastle hospitals. Access to hospital services is thus reasonable although many people are forced to travel more than 10km to make use of the facilities. There is a clinic at Groenvlei that is operational. Mobile clinics also visit 35 points throughout the municipality. Although ambulances are dispatched from Newcastle, they now have a depot at Niemeyer Memorial Hospital. This means response time will improve. The Department of Health has managed to address all of its backlogs for water, sanitation, electricity and telephones for all of its health facilities.
5.6.2 Education Facilities
There are 49 schools in the Emadlangeni municipal area with 19 schools offering Grades 1 to 7. According to the IDP, all schools need additional classrooms and the upgrading of facilities. Due to their location, some schools do not even have access to basic infrastructure services including access roads. Accommodation of teachers in the rural areas is also a big problem. Educators are forced to travel far and during the rainy season, many of the schools are inaccessible. The Department of Education did provide funding for additional classrooms, labs and toilets in the 2012/2013 budget. The municipality will follow up in terms of how much work was done. A need for a high school was identified in Ward 1 and Ward 3. Scholars travel long distances to get to school. This can have implications in terms concentration levels, crime and teenage pregnancy. The community suggested that the department provide transportation as an interim measure.
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5.6.3 Cemeteries
A process of establishing a District cemetery commenced with the initial identification of the need for a cemetery and the decision that the cemetery is a District Municipality requirement. Different sites were identified at Emadlangeni after which geo-tech studies were conducted to determine suitability. The status quo is as follows:
a) Kingsley: The ownership of land by the Kingsley Community Trust is being disputed by another community; this is despite Kingsley Community Trust having given us a Land Owner’s Consent. The matter is currently before Court.
b) Fairbreeze: Ingonyama Trust Board still awaits an offer from the District Municipality. c) Kliprand: The land was initially donated to the District Municipality however; at a later
date the offer was withdrawn as it was established that there were prospects of Coal Mining.
5.6.4 Sports and Recreation Facilities
There are disparities with regards to sports grounds and community halls between the urban and rural areas and are it has been noted that many of the existing facilities are not maintained. The Amajuba District Municipality received funds from Department of Sports and Recreation for the development and upgrading of sports stadiums and requested local municipalities to prioritize projects. The Emadlangeni municipality has prioritized the following project: • The renovation of the combo court for the stadium in Bensdorp, Utrecht. • A soccer stadium in Groenvlei • Rehabilitation of the horse racing turf in ward 4. The stadium in Bensdorp has been completed but is yet to be handed over to Emadlangeni.
5.6.5 Safety and Security
The municipal has three fully fledged police stations (Utrecht, Kingsley and Groenvlei).The most common crimes in the area is stock theft. Due to the vastness of the area coupled with the bad roads, the response time for the police tends to be longer.
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5.6.6 Public Library
There is a public library situated in Utrecht. The library contains textbooks which can be utilized by both children and adults. Council Agendas are also place in the library to ensure that the public is kept informed about Council matters. The library has recently been equipped with computers and internet to enable the public to have easy access to the internet.
5.7 WARD BASED NEEDS AND CHALLENGES
The following needs and challenges were raised by the community during the public participation meetings and community based planning meetings
Figure 10: Summary of Ward 1 Community Needs and Challenges
Inediquate living conditions for farm workers
Poor access to clean and drinkable
water
Inediquate sanitation facilities
Poverty and unemployment
Lack of access to electricity
Poor access to healthcare
and education facilities
Lack of access to tractors for
ploughing
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Figure 11: Summary of Ward 2 Community Needs and Challenges
Figure 12: Summary of Ward 3 Community Needs and Challenges
Vandalism of government
facilities
Lack of infracture
maintenance
High employment
rate
Lack of entertainment
facilities
Lack of police visibility
Lack of business
opportunities and support
Inediquate sanitation facilities
No high school in close
proximity
Poor access to
healthcare
Access roads need to be
rehabilitated
Poor access to clean and
drinkable water
Job creation
No street lights
Poor access to water for
livestock
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Figure 13: Summary of Ward 4 Community Challenges and Needs
The key priority needs of Emadlangeni Municipal area and the services that the Municipality needs to render in conjunction with other service providers are: • Access to water, sanitation and electricity • LED and Job creation through the identification of sustainable projects • Increased accessibility through construction and maintenance of access roads • Sustainable human settlements through the provision of support services • Improve access to social services • Institutional Development through improved systems and capacity building • Skills development • Poverty alleviation through poverty alleviation programmes (CWP & EPWP)
Poor access to water, sanitation,
electricity and healthcare
Access roads require
rehabilitation
Lack of access to RDP houses
Poor cell phone reception
Poverty and unemployment
Lack of access to tractors for ploughing
Poor access to creches and
community halls
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6. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
ANALYSIS
6.1 COMMUNICATION PLAN
Emadlangeni Local Municipality has prepared a Communication Plan which is in draft and still to be adopted. Prior to this it has never had a communication strategy or unit hence the important need to develop one. The municipality has a process plan for the budget and IDP in place which forms part of the guideline of our public participation programme eg: public meetings and the Mayors road shows. We also have a suggestion / complaints box placed at reception at the municipal main offices where comments are received and the Office of the Municipal Manager responds to the comments once a week.
6.1.1 Objectives of the Communication Plan
Popularize
The Plan should provide the framework to market the Municipality which is located within a game park. This would result job creation and also attract tourists who will contribute to the economic development of the area.
Mobilize
The communication plan seeks to mobilize communities, to support and participate in municipal community development programmes.
Educate
One of the objectives of our communication plan is to educate the communities about the social, economic and health issues within our municipality. Further the Plan will aim to educate people about the functions of the Emadlangeni Municipality and how they plan to address these issues through the Integrated Development Plan.
Mainstream Special Groups
The communication plan will focus on raising awareness of special groups and create structures such as Local AIDS Council, Youth Forum which will mainstream special groups and provide a platform for participation.
Oversight
The Communication Plan will ensure that the community performs their oversight function to ensure that the municipality is performing efficiently and effectively.
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6.1.2 Challenges of Communication
The challenges of communication are identified below and the action plans contained in the Communication Plan will be developed to address them:
Facing high technologic challenges in South Africa for developing in particular rural community usage of website could be a problem.
Poor e- technology of a large segment of the community which inhibits them from accessing the Municipality’s website so that they can be better informed of municipal issues.
Ability to communicate with persons in the deep rural areas, although the members of the ward committees are making every effort to do so.
Lack of an in depth understanding of municipal issues by a large section of the community which to a certain extent inhibits constructive input into the Municipality’s budget, the integrated development plan and the performance management system.
To improve the budget for communication purpose.
Lack of proper coordinated communication processes with other local municipalities and the district municipality which is to be addressed through, inter alia, the District Coordinating Forum established in terms of the Intergovernmental Relations Framework Act, No. 13 of 2005.
Lack of proper coordinated communication processes with National and Provincial departments which will be addressed through the Premier’s Intergovernmental Forum established in terms of the Intergovernmental Relations Framework Act, No. 13 of 2005.
6.1.3 Stakeholder Engagement
Table 55: Strategy to Ensure Stakeholder Input
PRIORITY ISSUE
DESIRED OUTCOME
TARGET AUDIENCE
KEY MESSAGE COMMUNICATED
TOOLS
Wellbeing of farm dwellers and farm owners
To promote tolerance and wellbeing of all concerned
Farm owners, Farm dwellers, Farmers Association
Unity and tolerance among all people living in farm areas
Public Participation Programmers and Group discussions
Service delivery within traditional authorities
Improved service delivery in Amakhosi areas
Amakhosi and Izinduna
Quality service delivery in rural areas
have meetings with Amakhosi
Awareness on services offered by sector / sister departments
Informed communities on service offering of departments.
Government Departments
Community is aware what each department has to offer
Stakeholder meetings. Flagship programme and IDP Representative Forums
Contribution of private sector towards community development
corporate social responsibility / investment
private sector Private sector need to give back to communities
Invite them to meetings
More informed communities
To have media that is sensitive to the communication needs of the community.
media Constructive / positive reporting
Media information sharing sessions.
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6.1.4 Structures for Communication
The following intergovernmental relations structures exist:
Mayoral Forum
IDP Representative Forum
Amajuba Forum for LED established by District Municipality
6.2 WARD COMMITTEES
Ward committee elections were held in 2011. The new ward committees were launched in October 2011. The ward committees received training from Cogta on the 18 and 19 March 2012 as part of their induction. Intensive training has is going to take place in April 2013. The training is to ensure that ward committee members know what is expected of them and then deliver accordingly. Ward Committee members are expected to organize community meetings and ensure that community members and other ward committee members attend those meetings.
6.3 INTERGOVERNMENTAL RELATIONS
To ensure co-operative governance and to implement wall to wall development, this municipality participated in the following IGR Forum meetings that sat at District Level, wherein matters that were cross-boundary were discussed and relevant sector departments invited to give inputs on other technical matters:
The Mayors Forum
The Municipal Manager’s Forum
The Planning Forum
The Infra-structure Development Forum
The LED Forum
The Co-operate Services Forum
Financial Management Forum The Municipality also participates in other structures as the Forum of Municipalities and Members of the
Executive Councils, the Speaker’s Forum in Legislature and the Premier’s Monitoring & Evaluation Committee. Participation in these committees ensures that planning if undertaken in line with National, Provincial & District Priorities and key strategic documents.
6.4 RISK MANAGEMENT
In the year 2012/13 the top five risks as per the risk register are: 1. None existence of Municipal By laws 2. Failure to attract investors 3. Inadequate registry and records management. 4. Lack of health and safety management. 5. Lack of policies. In mitigating these risks, the following actions were undertaken:
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CoGTA was requested to support the review of the Municipal By-laws, once completed they would be public engagements in the following financial and gazetting;
The LED & Tourism Plan will be reviewed, active participation in the Amajuba LED Forum in order to take advantage of District opportunities and rehabilitation of infra-structure would need to be undertaken;
Digi-data was brought on board to development a records management system;
Support from the Amajuba district was sought, as they have in-house experts on health and safety,
Policies were reviewed in order to suit changing environments.
6.5 ANTI FRAUD AND CORRUPTION STRATEGY
This Anti-Corruption Strategy and Fraud Prevention Plan has been developed as a result of the expressed commitment of Government to fight corruption. It complements the National Anti-Corruption Strategy of the country and supplements both the Public Service Anti-Corruption Strategy and the Local Government Anti-Corruption Strategy. The policy is also established to give effect to the various legislative instruments relating to fraud and corruption. In addition, the Policy provides guidelines as to how to respond should instances of fraud and corruption be identified. Fraud and corruption manifests itself in a number of ways and varying degrees of intensity. These include, but are not limited to:
unauthorised private use of municipal assets, including vehicles;
falsifying travel and subsistence claims;
conspiring unfairly with others to obtain a tender;
disclosing proprietary information relating to a tender to outside parties;
accepting inappropriate gifts from suppliers;
employing family members or close friends;
operating a private business in working hours;
stealing equipment or supplies from work;
accepting bribes or favours to process requests;
accepting bribes or favours for turning a blind eye to a service provider who does not provide an appropriate service;
submitting or processing false invoices from contractors or other service providers;
misappropriating fees received from customers, and avoiding detection by not issuing receipts to those customers;
misappropriation of Municipal funds;
falsifying accounting records or documents
falsifying consumer debtors accounts or amending such accounts without authority;
theft. Fraud represents a significant potential risk to the Municipality’s assets and reputation. The Municipality is committed to protecting its funds and other assets. It is the policy of the Municipality that fraud, corruption, maladministration or any other dishonest activities of a similar nature will not be
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tolerated. Such activities will be investigated, where required, and actions instituted against those found responsible. Such actions may include the laying of criminal charges, civil and administrative actions and the institution of recoveries where applicable. This Policy includes prevention, detection, response and investigative strategies. Only one disciplinary case was initiated in February 2012 involving falsifying records and was resolved in October 2012 and one Criminal Case also involving falsification of documents and information in March 2013 which has yet to be resolved.
6.6 Supply Chain Management
Council adopted a Supply Chain Management Policy which covers all procurement processes and the various committees that have to be established to ensure transparency in supply chain. The following bid committees were established in 2012/13 with members as follows:
Bid Specification Committee
Bid Evaluation Committee
Bid Adjudication Committee
6.7 Public Satisfaction with Municipal Services
Although no customer satisfaction survey was undertaken to determine the level of satisfaction with Municipal Services, there is a suggestion box that was provided at the rates to enable the community to comment on issues of service and service delivery. Also during the public participation meetings a record is taken on matters that require urgent attention. Key matters that were raised included:
Rehabilitation of Road Infra-structure and storm water drainage system
Repairs and maintenance of Municipal Housing (formerly belonging to an old mine) in Khayalethu
New access roads
Support of emerging farmers
Adequate Billing All the raised matters then became the basis of the Performance Sore-card for the following financial year within the respective Key Performance Areas.
6.8 Municipal Oversight Committees
6.8.1 The Audit Committee
Emadlangeni Local Municipality has an Audit Committee as prescribed Section (166) of the Municipal Finance Management Act 56 of 2003. The Audit Committee serves the purpose of being an independent advisory body to the Council, the Political Office Bearers and the Accounting Officer thereby assisting Council in its oversight role.
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6.8.2 Municipal Public Accounts Committee (MPAC)
The main purpose of the MPAC is to exercise oversight over the executive functionaries of council and to ensure good governance in the municipality. This will include oversight over municipal entities. In order for the MPAC to fulfil this oversight role, it needs to be provided with the necessary information and documentation to interrogate the actions of the executive. All political parties within Council are represented in the MPAC.
7. COMBINED SWOT ANALYSIS
STRENGHTS WEAKNESSES
Biggest land area in the district
Covered in Arate which has low erosion potential
Small population
Availability of a Capital Budget and a Capital Programme
Tourism infrastructure established
Established Community Tourism Organization
Different tourist attractions
Lack of basic services
Lack of accessibility
Poor protection of grasslands
Lack of preservation of agricultural land
Scattered settlement patterns
Poor maintenance of infrastructure
Poor quality of roads
Lack of LED budget LED not institutionalized
Poor signage
Insufficient LED and Tourism funds
Poor maintenance of existing infrastructure
Depleted equipment
Minimal Capital Budget
Huge infrastructure backlogs
OPPORTUNITIES THREATS
Good climate
Tourism potential
Availability of the Zaaihoek Dam
Employment of a Senior Engineer and two technician
Budget vote for maintenance
Job creation through the various LED initiatives
Possible re-opening of mines
CWP and EPWP
Tourism funding from Amajuba District Municipality
Emadlangeni identified as the district’s tourism node
Numerous land claims
Lack of food security
Creation of only short term employment
Lack of skills
High dependency on government Community unrest
Lack of Local Economic Development
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8. KEY CHALLENGES
Table 56: Summary of Key Challenges
KEY PERFORMANCE AREA CHALLENGES
Institutional Transformation Failure to attract suitable skills
By-laws not reviewed
Failure to implement the WSP
Outdated IT
Loss of skilled employees (institutional
memory)
Infrastructure and Services Aged infrastructure
Poor infrastructure maintenance
Poor access to infrastructure and
services
Social and Economic Development High levels of unemployment
High levels of poverty
Lack of SMME support
Lack of skills
Good Governance and Democracy Lack of a Community Participation
Strategy
Lack of dedicated personnel to deal with
community participation
Vastness of most wards prevents
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Councilors from reaching all their
constituency
Financial Viability Lack of revenue
Non-payment for services
Reliance on grants
Spatial and Environmental Management Lack of a Land Use System
Lack of a registered land-fill site
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SECTION D: VISION, MISSION, GOALS, OBJECTIVES
AND STRATEGIES
1. VISION AND MISSION
The vision of the municipality was reviewed in the 2012/17 IDP review and reads as follows:
The mission statement is as follows:
2. KEY PERFORMANCE AREAS, STRATEGIC GOALS,
OBJECTIVES AND STRATEGIES
The Emadlangeni Municipality’s Key Performance Areas, Strategic Goals, Strategic Objectives and
Strategies are set out overleaf:
“By 2030 Emadlangeni will be an attractive and exciting place to live.” By 2030 Emadlangeni shall have an equally distributed, well planned and highly developed basic infrastructure and service within a sustainable
environment. Human development and job opportunities shall be accessible to all and our people shall be safe, healthy and enjoying
welfare.
We exist to be a centre of good governance that facilitates efficient provision of basic infrastructure, services and promote sustainable socio- economic
development for all the people of Emadlangeni.
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Table 57: Key Performance Areas, Strategic Goals, Strategic Objectives and Strategies (2014/2015)
Key Performance Areas
Strategic goals Strategic objectives 14/15 Strategies Measurable objectives
Infrastructure and services
1. Equal access to sustainable basic infrastructure and services
1.1 Improved access to all basic services
1.1.1 Facilitate the reduction of water and sanitation infrastructure and service backlogs.
1.1.1.1 Water and sanitation backlog reduction reports submitted to council on a quarterly basis.
1.1.1.2 Facilitate the provision of free basic water and sanitation to all deserving households of Emadlangeni.
1.1.2 Facilitate access to electricity for all targeted households
1.1.2.1 Provide the electricity infrastructure to all targeted households.
1.1.2.2 Provide the bulk electricity service in terms of the municipal license on electricity provision.
1.1.2.3 Facilitate the provision of alternative energy
1.1.2.4 Facilitate and provide free basic electricity to all deserving households of Emadlangeni.
1.1.3 Reduce the road infrastructure backlog and maintain the existing infrastructure
1.1.3.1 Ensure the existence of a road infrastructure provision framework
1.1.3.2 Construct new roads
1.1.3.3 Maintain the existing roads
1.1.3.4 Complete the designs and appointments for new roads
1.1.4 Facilitate the reduction of the housing backlog
1.1.4.1 Ensure the existence of an updated Housing sector plan
1.1.4.2 Housing backlog reduction reports submitted to council on a quarterly basis
1.1.5 Provide efficient waste collection and management service to all targeted household
1.1.5.1 Collect waste from all targeted households
1.1.5.2 Manage waste efficiently
Municipal transformation and institutional development
2. Provision of effective and efficient leadership
2.1 Ensure a sustainable working environment
2.1.1 Maintain and improve the municipal policies
2.1.1.1 Review and adopt municipal policies
2.1.2 Ensure effective and efficient human resource management
2.1.2.1 Strategically plan for the human resources
2.1.2.2 Foster an IDP aligned municipal structure
2.1.2.3 Fill the budgeted vacant posts
2.1.2.4 Implement the employment equity plan
2.1.2.5 Report labour relations matters to council on a quarterly basis.
2.1.3 Ensure effective and efficient human resource development
2.1.3.1 Ensure the existence of an updated WSP
2.1.3.2 Implement the WSP
2.1.4 Improve performance 2.1.4.1 Develop and adopt the performance management system
2.1.4.2 Set the municipal performance targets
2.1.4.3 Set the departmental performance targets
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Key Performance Areas
Strategic goals Strategic objectives 14/15 Strategies Measurable objectives
2.1.4.4 Align the service delivery targets with the budget
2.1.4.5 Achieve the individual commitment to set departmental targets
2.1.4.6 Monitor the achievement of the set targets
2.1.4.7 Report performance to council
2.1.4.8 Address areas of underperformance
2.1.5 Improve information technology and document management systems
2.1.5.1 maintain the municipal document management system
2.1.5.2 Upgrade the municipal IT infrastructure
2.1.6 Improve on customer care 2.1.6.1 Record and attend to customer complaints
Financial viability and financial management
2.2 Ensure a financially viable and sustainable municipality
2.2.1 Improve the audit opinion 2.2.1 Implement the Auditor general’s report intervention plan
2.2.2 Ensure the IDP aligned financial planning
2.2.2.1 Adopt the municipal IDP aligned annual budget
2.2.2.2 Adopt the municipal IDP aligned adjustment budget
2.2.3 Effectively and efficiently manage the expenditure of the municipality
2.2.3.1 Monitor the expenditure of the municipality’s budget
2.2.3.2 Pay all suppliers within a legislated period
2.2.3.3 Conduct all expenditure reconciliations
2.2.3.4 Manage the municipal assets
2.2.4 Manage and increase the municipal revenue base
2.2.4.1 Improve the collection rate
2.2.4.2 Conduct all revenue reconciliations
2.2.5 Ensure that the municipality acquires goods and services in terms of supply chain regulations.
2.2.5.1 Manage the supply chain processes in accordance with the municipal regulations on supply chain management.
2.2.6 Ensure a constant and accurate financial reporting.
2.2.6.1 Perform monthly financial reporting.
2.2.6.2 Perform quarterly financial reporting.
2.2.6.3 Perform annual financial reporting.
2.2.7 Ensure the existence of updated finance management strategies
2.2.7.1 Adopt an updated SCM framework.
2.2.7.2 Adopt an updated fraud prevention plan.
Good governance, community participation and ward committees system
2.3 Ensure a participative, transparent and accountable governance
2.3.1 Improve the public participation processes
2.3.1.1 Ensure the existence of the municipal community participation guideline.
2.3.2 Ensure the existence and functionality of the public participation structures
2.3.2.1 Ensure the IDPRF functionality.
2.3.2.2 Ensure the functionality of ward committees.
2.3.2.3 Ensure the functionality of the youth council.
2.3.2.4 Ensure the functionality of the gender and disability forums.
2.3.3 Ensure functional municipal structures
2.3.3.1 Ensure that all legislated council structures meetings seat.
2.3.3.2 Ensure internal audit reporting.
2.3.3.3 Ensure oversight reporting.
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Key Performance Areas
Strategic goals Strategic objectives 14/15 Strategies Measurable objectives
Social and local economic development
3. Promoting human development
3.1 Achieve a holistic human development and capacitation for the realisation of skilled and employable workforce
3.1.1 Improve the community skills base
3.1.1.1 Ensure the existence of a community skills development plan.
3.1.1.2 Facilitate the implementation of the community skills development plan.
3.1.2 Ensure the empowerment of youth, women and people living with disabilities
3.1.2.1 Strategically plan for the empowerment of youth, women and people living with disabilities.
4. Creating job opportunities for all
4.1 Create employment opportunities for all skilled and employable people of eMadlangeni
4.1.1 Implement the EPWP programme
4.1.1.1 Create EPWP jobs.
4.1.2 Strategically plan for the local economic development
4.1.2.1 Ensure the existence of an updated Local Economic Development strategy.
4.1.3 facilitate the implementation of the CWP
4.1.3.1 Submit quarterly CWP reports to council.
4.1.4 Coordinate the fight against poverty
4.1.4.1 Implement the poverty alleviation plan
4.1.5 Unlock the agricultural potential 4.1.5.1 Ensure the existence of an updated agricultural plan.
4.1.6 Promote the mining activities 4.1.6.1 Submit quarterly mining applications reports to council.
4.1.7 Facilitate SMME development 4.1.7.1 Ensure the existence of the SMME development framework.
4.1.8 Promote Emadlangeni to be a tourist destination.
4.1.8.1 Ensure the existence of a tourism sector plan.
5. Facilitating access to health, safety and welfare facilities and services
5.1 Ensure that all people of eMadlangeni have access to community facilities and services
5.1.1 Provide the library services 5.1.1.1 Ensure the provision of the library services to the minimum standards.
5.1.2 Facilitate the provision of new community facilities
5.1.2 Construct the community facilities
5.2 Facilitate a creation of a disaster ready community
5.2.1 Reduce community vulnerability to disasters
5.2.1 Implement the municipal disaster contingency plan
5.3 Aspire to a healthy, safe and crime free area
5.3.1 Ensure the municipal contribution to HIV/AIDS
5.3.1.1 Develop the HIV/AIDS plan
5.3.1.2 Submit quarterly reports to council on HIV/AIDS
5.3.1.3 Maintain the functionality of the Local AIDS council
5.3.2 Improve on road safety 5.3.2.1 Exercise the traffic law enforcement
5.3.3 Ensure the municipal contribution to community safety
5.3.3.1 Ensure the existence of a crime prevention infrastructure framework.
5.3.3.2 Submit quarterly reports to council on community safety
5.4 Facilitate a creation of a viable arts, culture and
5.4.1 Facilitate the provision of sports and recreations facilities
5.4.1.1 Construct the sports and recreation facilities
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Key Performance Areas
Strategic goals Strategic objectives 14/15 Strategies Measurable objectives
heritage celebration, playing and recreation spaces.
5.4.2 Design and implement sports, arts and heritage celebration programs
5.4.2.1 Implement the municipal sports, arts and heritage celebration programme
Spatial and environmental management
6. Promoting spatial and environmental management
6.1 Realise a complete environmental protection
6.1.1 Improve community awareness on environmental protection
6.1.1.1 Design and implement the community awareness programme on environmental protection
6.2 Ensure an integrated and aligned development planning
6.2.1 Ensure the existence of the municipal development spatial reference
6.2.1.1 Adopt an updated SDF
6.2.2 Ensure the existence of the municipal land use guideline
6.2.2.1 Adopt the LUMS
6.2.3 Promote the municipal integrated planning
6.2.3.1 Adopt the IDP
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SECTION E: STRATEGIC MAPPING AND
IMPLEMENTATION PLAN
The map below depicts areas to be protected. The map is utilized to protect valuable natural,
economic or heritage resources such as agricultural land, wetlands, ecological corridors or scenic
landscapes.
Map 12: Environmentally Sensitive Areas
Map 13: Desired Spatial Outcomes and Land Use
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1. SPATIAL ALIGNMENT WITH NEIGHBOURING
MUNICIPALITIES
Municipality is located within the Amajuba District Municipality. The Amajuba District Municipality
(ADM) is located in the north-western corner of KwaZulu-Natal and comprises the three local
municipalities of Newcastle, Emadlangeni and Dannhauser. The ADM is 6 910 km² in size with
Emadlangeni occupying the largest area of 3 539 km², Newcastle 1 855 km² and Dannhauser some
1 516 km².
1.1 ABAQULUSI MUNICIPALITY
The commercial farming enterprises in the eastern portions of the municipality has strong
linkages to the urban core of Vryheid and services offered in the Abaqulusi Municipality are
of a higher order than those offer.
The Provincial Department of Transport is currently reviewing a number of proposals for an
upgraded road linking Richards Bay and Gauteng. There are a number of proposals for the
new road, one of which is the upgrade of the R34, which will serve to further strengthen the
linkages between the Amajuba and Zululand Districts.ed in the Emadlangeni urban area.
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1.2 NEWCASTLE MUNICIPALITY
Newcastle has been identified as an industrial hub in the PSEDS. Due to the proximity of
Emadlangeni to the Newcastle industrial node potential spin-offs will be investigated in the
SDF.
Newcastle has been identified as a District Node in the ADM SDF. A District centre refers to
the dominant node in a larger region or district.
Service levels and the nature of facilities are generally the highest in these nodes. This has
economic implications as people living in Emadlangeni may need to access higher level
services in Newcastle.
The Madadeni road linking Newcastle West to Madadeni, Osizweni and Utrecht has been
identified as a mixed activity corridor in the ADM SDF.
Nodal points of activity along this corridor provides opportunities for the provision of services
as well as economic activities thereby providing strong linkages between the Municipalities.
1.3 PIXLEY KA SAME MUNICIPALITY
In terms of linkages between Pixley Ka Seme and Emadlangeni further development could
include:
• The birding linkages between Wakkerstroom and the northern portions of the Utrecht
Municipality, particularly around Groenvlei and the Zaaihoek Dam;
• The trout fishing linkages between Wakkerstroom and the northern portions of the
Utrecht Municipality
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1.4 AREAS OF PRIORITY SPENDING
Map 14: Areas of Priority Spending
Map 15: Capital Investment Framework
In terms of
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Emadlangeni Municipality the most deprived Ward is Ward 1 which includes the areas of
Mabaso and Nzima. The least deprived Ward is Ward 2 which incorporates the town of
Utrecht.
1.5 IMPLEMENTATION PLAN
The following table reflects the capital projects to be implemented by the municipality for
2014/2015:
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Table 58: 2014/2015 Implementation Plan
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SECTION F: FINANCIAL PLAN
Financial Management is the cornerstone of any organization. Controls and policies must be
in place to achieve sound financial management. In meeting the demands of sustainable
financial viability and service delivery expectations, it is necessary that a comprehensive
integrated approach towards financial sustainability be developed.
The Municipality has recognized that to be successful the IDP must be linked to a workable
financial plan, which includes a multiyear budget.
The financial plan is set out as follows:
• Legislative requirements
• Risks and challenges in Financial Management
• Financial Framework
• Financial strategies
• Multiyear budgets
1. LEGISLATIVE FRAMEWORK
The financial affairs of the municipality are governed by the following legislation:
• Division of Revenue Act
• Public Finance Management Act
• Municipal Finance Management Act
• Treasury Regulations
1.1 RISKS AND CHALLENGES IN FINANCIAL MANAGEMENT
The key financial risks and challenges which need to mitigate against are outlined below:
• The continued growth in outstanding debtors;
• Deteriorating collection rate;
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• Decrease of collection of service charges;
• Limited maintenance and renewal of infrastructure assets due to resource
constraints;
• Administration of agency functions with limited budget allocation;
• Inadequate utilization of tourism facilities and opportunities resulting in revenue
losses;
• The need for efficient and effective service delivery; and
• The need to ensure legal compliance through all procedures and programmes.
2. FINANCIAL FRAMEWORK
2.1 REVENUE GENERATION
It is essential that the Municipality has access to adequate sources of revenue, from both its
own operations and intergovernmental transfers, to enable it to carry out its functions
effectively. It is further necessary that there is a reasonable degree of certainty with regard to
the source, amount and timing of its revenue
2.2 SUSTAINABILITY
Essentially the Emadlangeni Municipality’s budget must be balanced i.e. anticipated
revenue equals anticipated expenditure. As with any budget, revenue is always the limiting
factor, therefore it is essential that tariffs are set at affordable levels, and that the full costs of
services delivery are recovered. However households that are too poor to even pay for a
proportion of service costs, should at least have access to basic services, at a subsidized
cost.
2.3 EFFECTIVE AND EFFICIENT USE OF RESOURCES
In an environment of limited resources, it will be essential that the Emadlangeni Municipality
makes maximum use of the resources at its disposal, by utilizing them in an effective and
efficient manner. Efficiency in operations and investment will ensure financial sustainability.
2.4 ACCOUNTABILITY, TRANSPARENCY AND GOOD GOVERNANCE
The Emadlangeni Municipality is accountable to its community. The budgeting process and
other financial decisions should be open to public scrutiny and participation. In addition, the
accounting and financial reporting procedures must minimize opportunities for corruption. It
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is also essential that accurate financial information is produced within a prescribed
timeframe for stakeholders to make informed decisions and create oversight.
2.5 EQUITY AND INVESTMENT
The Emadlangeni Municipality must treat people fairly and justly when it comes to the
provision of services, and in the same way deal effectively with it backlogs in services,
therefore maximizing its investment in the municipal infrastructure. In doing so Emadlangeni
Municipality must efficiently manage its financial systems and underlying policies, which
must encourage maximum degree of private sector investments.
2.6 FINANCIAL STRATEGIES
Within the context of the above framework, financial strategies and policies form part of the
financial plan to achieve the desired objective of financial viability and sustainability for the
Municipality. Financial strategies are essential to ensure increased efficiency and cost
effectiveness within the Municipality. The implementation of the financial plan requires the
involvement of the Council, Municipal Manager and Chief Financial Officer in implementing
these strategies. Councils overall financial strategy is structured into the following core
components to allow for clearer understanding of task:
• Asset Management strategies
• Potential Sources of Income and Revenue Raising Strategies
• Debt Control Measures
• Free basic services
These segments are intended to provide operational guidance to staff to assist them in
achieving identified objectives and goals. The strategy is ensuring compliance with financial
policies, modelled on modernized reform practices applicable to local government. The
multiyear budget process reforms currently being implemented has fundamentally changed
councils financial focus, through improving the Municipality’s ability to deliver basic services
to all, highlighting and effectively addressing capital expansion implications on sustainability
of operations and that of the organization as whole, and informing policy choices on
investment decisions
2.7 ASSET MANAGEMENT STRATEGIES
This policy is deemed necessary in order to facilitate the effective management, control
and maintenance of the assets. The policy is in place and is subject to regular review.
In terms of asset management the following are being implemented.
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• Implementation of the asset management policy.
• Conducting regular physical audit of all assets of the municipality and ensuring that
all assets are accounted for.
• Ensure policies are in place that prevents unauthorized use of municipal assets.
• Consider rent versus buy option when a new asset is required.
• Enter into service contracts with service providers.
• Arrange proper insurance on all municipal assets.
2.8 POTENTIAL SOURCES OF INCOME AND REVENUE RAISING
STRATEGIES
The purpose of this strategy is to ensure that all possible avenues are explored to maximize
the receipt of any monies available to council by way of intergovernmental transfers and
grants or Donations including expanding the billing database and maximizing income
opportunities one every registered serviced site within the local municipality jurisdiction.
The second component of this strategy focuses on strengthening and building capacity
within credit control and debt management practices and processed of council, ensuring the
attainment and exceeding of collection rates in line with key budgetary requirements.
2.9 DEBT CONTROL MEASURES
The policy sets out ways in which the municipality intends to control and manage the
recovery of outstanding debt due to council.. The policy lays down the basis for distribution
of accounts, collection procedures, interest and penalties to be charged in the event of non-
payment, with strong focus on management reporting requirements pursuant of key
legislative requirements and performance management.
2.10 FREE BASIC SERVICES
The basic principles of this policy is to ensure that poor households have access to basic
services, and this requires the Municipality to implement an indigent support policy that
makes adequate financial provision to ensure the provision of efficient and sustainable
services to all residents within the area of jurisdiction.
The indigent policy is intended to provide poor households ongoing access to a specified
level of service. The subsidies contained in the policy should not compromise the quality of
efficiency of service delivery.
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2.11 BUDGET SUMMARY
Table 59: MTREF Budget Summary
Description 2014/15 Medium Term Revenue &
Expenditure Framework
R thousands Budget Year
2014/15 Budget Year +1 2015/16
Budget Year +2 2016/17
Property rates 14 725 15 520 16 359
Service charges 13 421 14 380 15 409
Investment revenue 1 078 1 136 1 198
Transfers recognised - operational 29 862 34 627 35 284
Other own revenue 4 163 4 388 4 625
Total Revenue (excluding capital transfers and contributions)
63 249 70 051 72 874
Employee costs 21 766 23 274 24 852
Remuneration of councillors 1 949 2 081 2 222
Depreciation & asset impairment 5 008 5 085 5 106
Finance charges 171 180 190
Materials and bulk purchases 11 034 11 983 13 013
Transfers and grants 0 0 0
Other expenditure 29 626 34 360 34 789
Total Expenditure 69 554 76 963 80 172
Surplus/(Deficit) -6 304 -6 912 -7 298
Transfers recognised - capital 9 050 9 227 9 431
Contributions recognised - capital & contributed assets
0 0 0
Surplus/(Deficit) after capital transfers & contributions
2 746 2 315 2 133
Share of surplus/ (deficit) of associate 0 0 0
Surplus/(Deficit) for the year 2 746 2 315 2 133
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2.12 MULTI-YEAR BUDGETS
The municipality is dependent on two primary types of income, namely:
Operating income and;
Grants/Transfers
The indicative budget over the next 3 years for income is as follows:
2.13 OPERATING REVENUE
Table 60: 2014/2015 Operating Revenue
Description 2014/15 Medium Term Revenue &
Expenditure Framework
R thousand Budget
Year 2014/15
Budget Year +1 2015/16
Budget Year +2 2016/17
Revenue By Source
Property rates 12 660 13 343 14 064
Property rates - penalties & collection charges
2 066 2 177 2 295
Service charges - electricity revenue 12 027 12 911 13 861
Service charges - refuse revenue 1 394 1 469 1 548
Rental of facilities and equipment 1 497 1 578 1 663
Interest earned - external investments 1 078 1 136 1 198
Fines 101 107 112
Licences and permits 1 270 1 339 1 411
Transfers recognised - operational 29 862 34 627 35 284
Other revenue 1 295 1 364 1 438
Total Revenue (excluding capital transfers and contributions)
63 249 70 051 72 874
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2.14 OPERATING EXPENDITURE
Table 61: 2014/2015 Operating Expenditure
R thousand Budget
Year 2014/15
Budget Year +1 2015/16
Budget Year +2 2016/17
Expenditure By Type
Employee related costs 21 766 23 274 24 852
Remuneration of councillors 1 949 2 081 2 222
Debt impairment 2 000 2 108 2 222
Depreciation & asset impairment
5 008 5 085 5 106
Finance charges 171 180 190
Bulk purchases 11 034 11 983 13 013
Contracted services 1 346 1 437 1 535
Transfers and grants 0 0 0
Other expenditure 26 280 30 815 31 032
Loss on disposal of PPE 0 0 0
Total Expenditure 69 554 76 963 80 172
Surplus/(Deficit) for the year 2 746 2 315 2 133
2.15 GRANTS AND TRANSFERS
Table 62: 2014/2015 Grants and Transfers
Description 2014/15 Medium Term Revenue &
Expenditure Framework
R thousand Budget
Year 2014/15
Budget Year +1 2015/16
Budget Year +2 2016/17
Operating Transfers and Grants
National Government: 29 201 33 928 34 328
Local Government Equitable Share 17 467 21 011 21 210
Finance Management 1 800 1 950 2 100
Municipal Systems Improvement 934 967 1 018
Integrated National Electrification Programme 8 000 10 000 10 000
EPWP Incentive 1 000 0 0
Provincial Government: 661 699 956
Provincial Government: 126 132 359
Provincial Government: 535 567 597
Total Operating Transfers and Grants 29 862 34 627 35 284
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Capital Transfers and Grants
National Government: 9 050 9 227 9 431
Municipal Infrastructure Grant (MIG) 9 050 9 227 9 431
Total Capital Transfers and Grants 9 050 9 227 9 431
TOTAL RECEIPTS OF TRANSFERS & GRANTS 38 912 43 854 44 715
2.16 REPAIRS AND MAINTENANCE
Table 63: 2014/2015 Repairs and Maintenance
Description 2014/15 Medium Term Revenue &
Expenditure Framework
R thousand Budget
Year 2014/15
Budget Year +1 2015/16
Budget Year +2 2016/17
Repairs and maintenance expenditure by Asset Class/Sub-class
Infrastructure 1 651 1 741 1 836
Infrastructure - Road transport 1 388 1 463 1 542
Roads, Pavements & Bridges 1 388 1 463 1 542
Infrastructure - Electricity 263 278 293
Transmission & Reticulation 241 254 268
Street Lighting 21 23 25
Other assets 1 838 1 617 1 717
Computers - hardware/equipment 241 254 268
Furniture and other office equipment 21 23 25
Civic Land and Buildings 256 274 284
Other Buildings 900 949 1 018
Other 419 116 122
Total Repairs and Maintenance Expenditure 3 489 3 357 3 553
R&M as % Operating Expenditure 5.00% 4.40% 4.40%
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2.17 CAPITAL EXPENDITURE
Table 64: 2014/2015 Capital Expenditure
Vote Description 2014/15 Medium Term Revenue &
Expenditure Framework
R thousand Budget Year
2014/15 Budget Year +1 2015/16
Budget Year +2 2016/17
Single-year expenditure to be appropriated
Vote 1 - Governance and Administration 11 665 9 227 9 431
Vote 2 - Community and Public Safety 0 0 0
Vote 3 - Economic and Environmental Services
0 0 0
Vote 4 - Trading Services 3 000 0 0
Vote 5 - Other 60 0 0
Capital single-year expenditure sub-total 14 725 9 227 9 431
Capital Expenditure - Standard
Governance and administration 11 665 61 136 62 931
Executive and council 11 600 21 011 21 210
Budget and treasury office –
40 123 41 718
Corporate services 65 2 3
Community and public safety 0 0 0
Community and social services 0 0 0
Sport and recreation 0 0 0
Public safety 0 0 0
Housing 0 0 0
Health 0 0 0
Economic and environmental services 0 0 0
Planning and development 0 0 0
Road transport 0 0 0
Environmental protection 0 0 0
Trading services 3 000 0 0
Electricity 3 000 0 0
Water 0 0 0
Waste water management 0 0 0
Waste management 0 0 0
Other 60 –
0
Total Capital Expenditure - Standard 14 725 61 136 62 931
Funded by:
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National Government 9 050 9 227 9 431
Provincial Government 0 0 0
District Municipality 0 0 0
Other transfers and grants 0 0 0
Transfers recognised - capital 9 050 9 227 9 431
Public contributions & donations 0 0 0
Borrowing 0 0 0
Internally generated funds 5 675 0 0
3. SECTOR INVOLVEMENT
The data in this section is a summary of the information received from Departments as well
as information obtained off the respective Departmental websites. Where projects have not
been listed, this is due to non-submittal by departments.
3.1 DEPARTMENT OF TRANSPORT
Departmental Vision
The KwaZulu-Natal Department of Transport's vision is:
"PROSPERITY THROUGH MOBILITY"
This means that all activities of the Department and the manner in which the Department
delivers services to communities will increase the wealth and quality of life to all citizens of
the province.
Mission
"We will provide the public with a safe, integrated, regulated, affordable and accessible
transportation system, and ensure that, in delivering on our mandate, we meet the
developmental needs of our province."
AND
We will promote transparent and accountable government, plan in accordance with the
needs of our customers, and ensure effective, efficient and transparent delivery of services
through the appropriate involvement of the public and through regular and accurate
reporting."
Strategic Goals
The strategic objectives of the department are as follows:
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Improving and ensuring road and public transport safety;
Developing the people, the economy and the infrastructure of KwaZulu-Natal;
Institutionalizing public participation and strengthening democratic governance;
Facilitating rural development, reducing poverty and inequality and ensuring an
infrastructure balance;
Facilitating the growth and development of the road construction industry in KwaZulu-
Natal, so as to be fully representative of the demographic profile of the province; and
Ensuring financial accountability, value based resource management and
development of integrated management systems.
Table 65: List of projects for by Department of Transport for 2013/14 financial year
Project Name Project Description Budget
Betterment and Re-
gravelling: D326
Improving gravel roads 352 811.00
Betterment and Re-
gravelling: Utrecht
Improving gravel roads 928 000.00
Betterment and Re-
gravelling: D324
Improving gravel roads 352 811.00
Betterment and Re-
gravelling: P269
Improving gravel roads 352 811.00
Berrow Ext New Gravel Road 785 610.00
Isibabe New Gravel Road 785 610.00
Thuthuka Road New Gravel Road 785 610.00
Umbane Road New Gravel Road 785 610.00
Mpophomeni Road No.2 New Gravel Road 785 610.00
Spookmill New Gravel Road 785 610.00
AN Road New Gravel Road 785 610.00
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3.2 AMAJUBA DISTRICT MUNICIPALITY
Municipal Vision
Amajuba will be a fully developed district, with a vibrant and sustainable economy, a better
quality of life, preserved within its own cultural and traditional values.
Mission
The Amajuba district will through good governance and management, strive to achieve its
vision, within the legal framework by:
• Promoting shared and integrated service delivery
• Creating an enabling environment for economic development
• Increasing opportunities for previously disadvantaged individuals
• Facilitating access to land and social services
• Promoting development of a safe and healthy environment
• Effective planning of infrastructure and technical services
Table 66: List of projects for by Amajuba for the 2013/14 financial year
Project
Name
Location Funding
Source
Budget Allocation
2012/13 2013/14 2014/15
Emadlangeni
Rural Water
Supply
Scheme
Phase 1
Emadlangeni MIG 6 000 000.00 13 380 000.00 2 500 000.00
Emadlangeni
Sanitation
Emadlangeni MIG 3 000 000.00 7 735 000.00 0.00
Emadlangeni
Bulk Water
Supply
Emadlangeni DWA 17 000 000.00 50 301 000.00 0.00
Emadlangeni
Ward 1
Ward 1 ADM - 1 500 000.00 -
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Borehole
Programme
Emadlangeni
Household
Sanitation
Project
(Planning
Stage)
Emadlangeni - - - -
3.3 DEPARTMENT OF HUMAN SETTLEMENTS
Departmental Vision
Enabling all people to house themselves by engaging various institutions and stakeholders
in the provision of a conducive and enabling environment.
Mission
To effectively and efficiently manage the implementation of National and Provincial Housing
Programmes in partnership with the relevant role players, by developing sustainable human
settlements characterized by affordable and adequate shelter for qualifying citizens in
KwaZulu-Natal.
Strategic Objectives
Eradication for slums in KwaZulu-Natal by 2014;
Strengthening governance and service delivery;
Ensuring job creation through housing delivery;
Accelerating housing delivery in rural areas;
Accelerating the hostels redevelopment and upgrade programme;
Creating rental / social housing opportunities;
Building the capacity of Housing stakeholders (especially municipalities);
Promotion of homeownership;
Provision of housing for vulnerable groups including those affected by HIV/ AIDS;
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Ensuring the provision of incremental housing; and
Implementation of Financial Services Market Programme.
Table 67: List of projects for Department of Human Settlements for the 2013/14 financial year
Project Name Project Description Budget
Goedehoop Extension 2 Construction of 589 RDP
houses
N/A
Khayalethu Housing Project Renovation of 61 existing
houses and construction of
30 new units
N/A
3.4 DEPARTMENT OF AGRICULTURE
Departmental Vision Optimum agricultural land use, sustainable food security, sound environmental management and comprehensive, integrated rural development. Mission The Department, together with its partners and communities, champion quality agricultural, environmental and conservation services and drives integrated comprehensive rural development for all the people of KwaZulu-Natal.
Table 68: List of projects by Department of Agriculture for the 2013/14 financial year
Project Name Area Budget
Fencing of Grazing Camps Inkosi Mabaso – 5 km -
Vaalspruit (Menziwa) – 10
km
-
Rehabilitation of Dip Tanks Emxhakeni R46 000
Embangweni R46 000
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Kwathekwane R46 000
Berouw R46 000
Stock Watering Dams Inkosi Mabaso R180 000
Irrigation Engcaka (10 ha) R250 000
Repairs of Existing
Infrastructure
Mazibuye (Survey and repair
of Rooipoint Dam, building
new wall and clay core on
the down stream side of the
wall)
-
3.5 DEPARTMENT OF SOCIAL DEVELOPMENT
Departmental Vision A caring and integrated system of social development services that facilitates human development and improves the quality of life. Mission To enable the poor, the vulnerable and the excluded within South African society to secure a better life for themselves, in partnership with them and with all those who are committed to building a caring society.
Table 69: List of projects by the by the Department of Social Development for the 2013/14 financial year
NPO Name Ward Area
Vukuzakhe Youth Project 2 Utrecht Town
Inqanawe Kingsley Organisation 3 Kingsley
Sinethemba Community Project 3 Emxhakeni
Jabulu Jule Community Project 1 Emgundeni
Zimele Community Project 4 Blue Mountain
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3.6 ESKOM
Table 70: List of Electrification Projects
Project Priority Number Of Connections
Izimbuthu 403 connections 1 complete
Emxhakeni/Vaalbank 700 connections 2 complete
Enkululekweni 75 connections 3 75
Kingsley land reform 87 connection 4 87
Nzima land reform 25 connections 5 45
eMange 5 12
Wit-mfolozi 90 connections 5 90
Thabalala 101 connections 6 120
Total Rural Backlog 2045 429
3.7 DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM
Vision
Creating vibrant, equitable and sustainable rural communities.
Mission
To initiate, facilitate, coordinate, catalyse and implement an integrated rural development
programme
Table 71: List of 2013/14 Projects
Project Budget
Emadlangeni Sanitation Project 43 000 000.00
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SECTION G: SERVICE DELIVERY BUDGET
IMPLEMENTATION PLAN - SDBIP
The complete draft SDBIP is provided at Annexure G.
SECTION H: ORGANISATIONAL PERFORMANCE
MANAGEMENT SYSTEM
Performance management is a strategic management approach that equips the Mayor,
Municipal Manager, Heads of Departments, employees and stakeholders with a set of tools
and techniques to regularly plan, continuously monitor, periodically measure and review the
performance of the institution against indicators and targets for efficiency, effectiveness and
impact.
The PMS entail a framework that describes and represent how the municipality’s cycle and
processes of performance planning, monitoring, measurements, review, reporting and
improvement will be conducted, organised and managed.
The core elements of the system are:
Organisational PMS;
Section 57 Performance contracts;
Employee Performance Appraisal System;
IT System;
Performance Audit Committee;
Annual Report;
Quarterly Reports
Public Participation and internal and external communication mechanisms.
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The Performance Management Framework has been developed and the PMS policy has
been updated and reviewed. The Municipal Manager and Managers directly reporting to the
Municipal Manager will sign Performance Agreements as a performance contract between
themselves and Council.
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1. PERFORMANCE MANAGEMENT POLICY STATEMENT
Both the Performance Management Framework and Policy outlined the objectives and
principles of Emadlangeni Municipality PMS.
The objectives of the Emadlangeni PMS are as follows:
• Facilitate increased accountability among the citizens, political and administrative
components of the municipality,
• Facilitate learning and improvement through enabling the municipality to employ the
best approaches for desired impact and improve service delivery.
• Provide early warning signals in case of a risk against implementation of the IDP and
ensuring that the system itself makes provision for Council to be timeously informed
of risks for facilitation and intervention.
• Facilitate decision-making though an appropriate information management
mechanism enhancing efficient, effective and informed decision making, especially in
allocation of resources.
The Performance Management System for the Emadlangeni Municipality is guided by the
following principles:
• Simplicity
• The system will need to be kept as simple as possible to ensure that the municipality
can develop, implement, manage and review the system without placing an
unnecessary great burden on the existing capacity of the municipality.
• Politically acceptable and administratively managed
• The system must be acceptable to political role players on all levels. It must also be
flexible enough to be accepted by the municipal council and to enjoy buy-in across
political differences. The process will involve both Councilors and officials but the
day-to-day management of the process will be managed administratively with regular
report back on progress to the political level.
• Implementable
• Considering the resource framework of the municipality, the PMS should be
implementable with these resources, which will include time, institutional, financial,
and technical resources.
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• Transparency and accountability
• The development and implementation of a PMS should be inclusive, transparent and
open. The general public should, through the system, be made aware of how the
operations of the municipality are being administered, how the public resources are
being spent and who certain responsibilities belong to.
• Efficient and sustainable
• The PMS should, like other services within the municipality, be cost effective and
should be professionally administered, and needs to happen in a sustainable
manner.
• Public participation
• The constituency of the municipality should be granted their legal rights, in terms of
the Constitution and the MSA, through encouragement of public participation by the
municipality during the development and implementation of a PMS.
• Integration
• The PMS should be developed and implemented in such a manner that it will be
integrated with the integrated development process of the municipality and its
employee performance management.
• Objectivity
• The PMS to be developed and implemented must be developed on a sound value
system with the management of the system and the information it is based upon
being objective and credible.
• Reliability
• The PMS should provide reliable information on the progress made by the
municipality in achieving the objectives as set out in its IDP.
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2. ORGANISATIONAL PERFORMANCE MANAGEMENT
SYSTEM
Performance Management involves the setting of targets, and measuring the desired
outcomes and activities undertaken to attain the targets of an organization. It also involves
measuring the performance of the individuals who contribute towards the achievement of
the strategic vision of the organization.
For a Performance Management System to be successful it is imperative that:
• Top management and the Council take ownership of the development and
implementation of the OPMS.
• All stakeholders understand and are actively involved in performance management
processes.
• All officials are trained and take responsibility for performance management
The IDP is linked to the PMS and as well as the five national KPAs being:
• Infrastructure and Services / Basic Service Delivery
• Socio-Economic Development / Local Economic Development (LED)
• Institutional Transformation
• Good Governance and Democracy / Public Participation
• Financial Viability and Management
Each organizational KPA is cascaded down to a level at which it could be allocated to the
department and this the specific individual Section 57 Manager who need to fulfill that
functions. For each KPA, a KPI is derived in respect of each of the development priorities
and objectives contained in the IDP and a performance target with a timeline for that
particular function is assigned.
In turn the Performance Contracts/Agreements of each Section 57 Managers enters into a
Performance Contract with the municipality. The Performance Contracts are reviewed
annually, in line with the requirements of that year’s strategy.
The organizational scorecard for Emadlangeni is attached..
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2.1 EMPLOYEE PERFORMANCE APPRAISAL SYSTEMS (EPAS)
The objectives of the system are:
Identify critical job elements, expectations, and performance objectives.
Ensure that performance objectives are aligned to departmental and municipal
objectives which flow from the Integrated Development Plan of the municipality.
Establish agreement on the job objectives and the criteria that will be used for
evaluation.
Establish a set of ongoing processes needed to define and plan performance, to
develop the skills, knowledge and abilities to perform as planned, to facilitate self
assessment, to review and record performance, and to reward performance.
Provide feedback on job performance, including strengths and weaknesses.
Identify a means (for example, training) for improving performance.
Identify realistic job and career opportunities.
Provide valid information for personnel decisions that will affect the employee.
Provide employees with a sense of their work accomplishments relative to
expectations and predefined performance indicators.
Support employee development through discussion of assigned opportunities and
training.
Emphasize the Municipality’s commitment to continuous improvement and learning.
To support the Batho Pele principles of service delivery.
2.2 Performance and Financial Audit Committee
The Emadlangeni Municipality is currently sharing Newcastle Municipality’s Audit
Committee. It consists of five members and meets quarterly.
2.3 Annual Performance Report
An annual report is prepared annually and one of the issues considered during the IDP
review is the issues and challenges raised in the Annual Report. The annual report and the
oversight report for the 2011/12 financial year was adopted by Council March 2013. The
reports were then submitted to Auditor General ,Cogta and Treasury. A copy of the Annual
Performance Report for 2011/12 is attached as annexure E.
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2.4 Auditor General Queries
In response to the Annual Report the Auditor-General’s queries, the municipality has
developed an action plan to respond to the queries. The internal auditors are the custodians
of the action plan which is discussed at Manco level and report on to the Audit Committee,
MPAC and Council. The AG report is attached as Annexure D.
Table 72: Municipal Responses and Actions to the AG Report for the Year ending June 2013
No.
Audit Query Response from Management
Action to resolve query
Person Responsible
Target Date Progress
1. As disclosed in note 46 to the financial statements, material losses to the amount of R1,015 million (2 201 154kwh) were incurred as a result of electricity losses resulting from an aging infrastructure.
The distribution infrastructure of the town is old. About eighty percent of the infrastructure consists of overhead lines that are more than 50 years old.
No upgrading was ever done, only maintenance and repairs.
According to NERSA, old infrastructures could be the cause that electricity losses will be between 10% and 20%.
We are aware for that the Dept of Minerals and energy has funding for aging infrastructure. The municiapality is currently undertaking the assessment of all the aging infrastructure and a business plan will be put together
SE 14 November 2013 Going forward to ensure that meter reading are performed on municipal buildings on a monthly basis and also ensure that faulty meters are being replaced by end of March 2014.
2. As disclosed in note 37 to the financial statements, the corresponding figures for 30 June 2012 have been restated as a result of an error discovered during 2013 in the financial statements of the Emadlangeni Municipality at, and for the year ended,
Owing to the full implementation of GRAP 17 in the previous year relating to impairment, it was discovered that the impairment of some assets was overstated which would result in negative carrying values in year under review. Hence a correction was done retrospectively. A credible interim financial statement will be produced to avoid
ACFO N/A Going forward to make sure that AFS submitted to Auditor Generals are accurate and credible to avoid retrospective corrections.
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Audit Query Response from Management
Action to resolve query
Person Responsible
Target Date Progress
30 June 2012 restatement in future.
3. Section 46 of the Municipal Systems Act requires disclosure in the annual performance report of measures taken to improve performance where planned targets were not achieved. Adequate and reliable corroborating evidence could not be provided for 75 % of measures taken to improve performance as disclosed in the annual performance report. The municipal records did not permit the application of alternative audit procedures.
Targets that were met and unmet were outlined in the report and corrective actions were put in place. In 2014/15 financial year were are going to review our performance management working papers to breakdown monthly activities that each manager will have to perform and these will be monitored on a monthly basis and this will allow corrective measures to be put in place where under performance took place. Internal audit will be able to identify areas of underperformance and report to the audit committee on a quarterly basis.
IDP/PMSM Addressed Addressed
4. Consequently, I did not obtain sufficient appropriate audit evidence to satisfy myself as to the reliability of the measures taken to improve performance.
Additional information provided to auditors to support the actual targets achieved.
IDP/PMSM Addressed Addressed
5. Section 41(c) of the Municipal Systems Act requires that the annual performance should form the basis for the annual report, therefore requiring consistency of objectives, indicators and targets between planning and reporting documents. A total of 24% of the reported indicators and 28% of the reported targets are not consistent with the indicators/targets as per the approved
The final performance report was based on the reviewed SDBIP which was undertaken mid-term as prescribed by legislation and has been provided for audit purposes.
The Municipality resorted to engage the service provider to provide capacity on issues of PMS which among other things included. Aligning of PMS and work shopping Management and Councillors and Reviewing targets and performance indicators and producing
IDP/PMSM Addressed Addressed
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Audit Query Response from Management
Action to resolve query
Person Responsible
Target Date Progress
service delivery agreement. This is due to indicators and targets reported in the annual performance report that were changed in-year without following the process as prescribed in section 34 of the Municipal Systems Act and/or without adoption by the council of the municipality.
Quarterly reports.
The municipality is in the process of appointing the IDP and PMS officials. These officials will also work closely with the service provider currently being used to transfer skills.
6. The National Treasury Framework for managing programme performance information (FMPPI) requires that institutions should have appropriate systems to collect, collate, verify and store performance information to ensure valid, accurate and complete reporting of actual achievements against planned objectives, indicators and targets. The information presented with respect to the development priorities/objectives of Municipal transformation and institutional development – Effective and efficient HR services, Improved access to basic services, Local economic development, Fraud and corruption and Mainstreaming special groups, was not reliable when compared to the source information and/or evidence
Additional information provided to auditors the actual targets achieved. In 2014/15 financial year were are going to review our performance management working papers to breakdown monthly activities that each manager will have to perform and these will be monitored on a monthly basis through monthly reports and this will allow corrective measures to be put in place where under performance took place. Internal audit will be able to identify areas of underperformance and report to the audit committee on a quarterly basis.
IDP/PMSM Addressed Addressed
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Target Date Progress
provided.
This was due to the lack of monitoring of the completeness of source documentation in support of actual achievements, and the frequent review of the validity of reported achievements against source documentation.
7. The financial statements submitted for auditing were not prepared in all material respects in accordance with the requirements of section 122(1) of the MFMA. Material misstatements of commitments and contingent liabilities identified by the auditors were subsequently corrected, resulting in the financial statements receiving an unqualified audit opinion.
Additional information provided to auditors to support the actual targets achieved.
ACFO N/A N/A
8. The municipality did not afford the local community at least 21 days to comment on the final draft of its integrated development plan before the plan was submitted to council for adoption, as required by regulation 15(3) of the Municipal planning and performance management regulations.
The final performance report was based on the reviewed SDBIP which was undertaken mid-term as prescribed by legislation and has been provided for audit purposes.
The Municipality resorted to engage the service provider to provide capacity on issues of PMS which among other things included. Aligning of PMS and work shopping Management and Councillors and Reviewing
IDP/PMSM 31/10/2013 N/A
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Person Responsible
Target Date Progress
targets and performance indicators and producing Quarterly reports.
The municipality is in the process of appointing the IDP and PMS officials. These officials will also work closely with the service provider currently being used to transfer skills.
9. An unsolicited bid was awarded to a supplier totalling R2,331 million without following the processes required by regulation 37 of the Municipal Supply Chain Management Regulations (GNR. 868 dated 30 May 2005).
The matter was tabled to as Council as irregular expenditure and was condoned by the Council.
To engage Treasury to workshop the councillors on the SCM Processes by July 2014
We will ensure that procurement plans with appropriate timeframes are done timely before the start of the financial year and are going to be monitored closely through PMS to ensure that procurement are done in accordance with SCM policy and processes.
ACFO 25 November 2013 This matter to be reported as irregular expenditure in the next council, and going forward will ensure the SCM processes are followed.
10.
Goods and services of a transaction value above R200 000 were procured without inviting competitive bids, as required by SCM regulation 19(a).
Management does not completely agree with the finding. SEMR was not appointed in the current year. In 2011 when the appointment was made three quotations were obtained refer to Annexure L- 2011 appointment documentation. The grass cutting exercise was embarked on to avoid the looming community unrest as the municipal grass cutting equipment broke down during the peak of the season resulting in
ACFO 25 November 2013 Addressed going forward will ensure that this does not happen
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Action to resolve query
Person Responsible
Target Date Progress
numerous complaints and threat to the community. Nevertheless, the deviation was reported and condoned by council and been disclosed accordingly as a deviation.
11.
The preference point system was not applied in all procurement of goods and services above R30 000 as required by section 2(a) of the Preferential Procurement Policy Framework Act and SCM regulation 28(1)(a).
The method used for awarding these items was price as none of the suppliers who responded to the request for quotation submitted BBBEE certificates. Therefore, all the suppliers forfeited their preference points. In the absence of BBBEE certificates the highest points are scored by the lowest price as the preference points system weighing is dependent significantly on the price. Accordingly the highest points were scored by the suppliers with the lowest price.
SCMO 25 November 2013 We acknowledge that the Auditor General did not take management response into consideration but there is nothing that management can do to avoid this matter.
12.
Money owing by the municipality was not always paid within 30 days of receiving an invoice or statement, as required by section 65(2)(e) of the Municipal Finance Management Act
Audit finding acknowledged. Management is developing a comprehensive invoice register book to track the movement of any invoice from receipt to payment. The intended purpose is to monitor invoices and ensure payments are made within the stipulated timeframes.
We are going to ensure that monthly age analysis of creditors is closely monitored and any discrepancies are going to be investigated and reported on.
8 November 2013
The register has been designed; the remaining issue is to send the template to the printers to make it a book. To be printed by 28 February 2014.
13.
The accounting officer did not take effective steps to prevent irregular
To ensure that we comply will SCM regulations and MFMA to avoid irregular expenditure in future. To
MM SCM processes are rigorously scrutinised to ensure compliance.
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Action to resolve query
Person Responsible
Target Date Progress
expenditure, as required by section 62(1)(d) of the Municipal Finance Management Act.
monitor register of payment of creditors.
14.
The accounting officer did not exercise adequate oversight over financial and performance reporting and compliance as well as internal control. In this regard, the accounting officer did not periodically assess whether staff members had essential skills and knowledge to support the achievement of credible reporting. In addition, key vacancies were not filled in a timely manner in order to mitigate deficiencies to achieve desired control objectives
In future to ensure that effective Works place skill plan are conducted to identify Gaps which would result in the reduction of deficiencies identified.
On a quarterly basis will ensure that Personal Development Plans for Heads of Departments are assessed and for support staff will ensure that the implementation of the WSP is closely monitored.
MM Ongoing All vacant positions to be filled by 30 June 2014 depending on positive response from suitably qualified candidates.
15.
Adequate processes were not in place to communicate timely and relevant information to oversight and regulatory parties, in that monthly reporting was not at optimal levels. This is evidenced by material corrections in the financial statements as well as weaknesses in the usefulness and reliability of performance reporting.
Procedures to identify contingent liability to be put in place. In preparing the AFS management will liaise with the Municipal Lawyers to ensure that all possible contingent liabilities are disclosed. With regard to commitments the contract amount shall be used to calculate capital commitments in future. In the past the budgeted amount was used which resulted in the misstatements. As for the performance reporting the municipality has had a problem after the IDP/PMS resigned.
ACFO / IDP/PMSM
N/A To fast tract the appointment of the IDP/PMSM by no later than 28 February 2014.
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Audit Query Response from Management
Action to resolve query
Person Responsible
Target Date Progress
To follow the IDP process plan as well as the MFMA Calendar
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STATUS OF SECTOR PLANS
Sector Plan Completed Adopted Adoption Date Date Of Next
Review
LED Plan Yes No - May 2013
Environmental
Management
Plan
No - - May 2013
Disaster
Management
Plan
Yes Yes May 2012 May 2013
Housing Plan Yes Yes May 2012 May 2013
Tourism Plan Yes Yes June 2012 May 2013
SDF Yes Yes March 2012 June 2014
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ANNEXURE A: SPATIAL DEVELOPMENT FRAMEWORK
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ANNEXURE B: DISASTER MANAGEMENT FRAMEWORK
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ANNEXURE C: ORGANISATIONAL SCORECARD
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ANNEXURE D: AUDITOR GENERAL’S REPORT
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ANNEXURE E: 2012/2013 ANNUAL PERFORMANCE
REPORT
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ANNEXURE F: HOUSING PLAN
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ANNEXURE G: DRAFT SDBIP